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High Impact HR 2015 
Delivering on the Promise 
of Talent-Driven Business Value 
Josh Bersin 
Principal and Founder 
Bersin by Deloitte 
November, 2014
Who We Are 
Global provider of leading practices, trends, and benchmarking research in talent 
management, learning, and strategic HR. 
6 Research Areas 
• Human Resources 
• Leadership Development 
• Learning & Development 
• Talent Acquisition 
• Talent Management 
• Tools & Technology 
Integrated Membership Offering 
• WhatWorks® Membership: Research, Tools, Education, Consulting 
• IMPACT: The industry’s premiere conference on the Business of Talent 
• Advisory Services & Consulting 
Human 
Resources 
Leadership 
Development 
Learning & 
Development 
Talent 
Acquisition 
Talent 
Management 
Tools & 
Technology
Create competitive 
advantage through 
strategic 
investments in 
technology 
• HR Operations 
Technology 
• Learning 
Technology 
• Talent 
Acquisition 
Technology 
• Talent 
Management 
Technology 
• Technology 
Strategy & 
Execution 
Bersin Practices and Subject Areas 
Bersin by Deloitte’s Research Library 
Create highly 
effective HR 
organizations 
• Engagement 
• HR & Talent 
Analytics 
• HR Organization 
& Governance 
• HR Strategy & 
Benchmarking 
• HR Tools & 
Technology 
• Rewards & 
Recognition 
• Services & 
Programs 
Build the right 
skills for a 
successful 
organization 
• Content 
Development 
• Informal Learning 
• Learning Culture 
• Learning 
Measurement 
• Learning 
Programs 
• Learning 
Technology 
• Organization & 
Governance 
• Performance 
Consulting 
Drive leadership 
programs with 
bottom line 
impact 
• Executive 
Development 
• HiPo 
Development 
• Leadership 
Competencies 
• Leadership 
Development 
Evaluation 
• Leadership 
Development 
Solutions 
• Leadership 
Organization & 
Governance 
• Leadership 
Strategy 
Deliver bottom 
line benefits of 
integrated talent 
• Career 
Management 
• Competency 
Management 
• Performance 
Management 
• Succession 
Management 
• Talent 
Management 
Systems 
• Talent Strategy 
• Workforce 
Planning 
Source, recruit, 
and onboard 
the very best 
• Employment 
Branding 
• Hiring & 
Onboarding 
• Screening & 
Interviewing 
• Sourcing & 
Recruiting 
• Talent 
Acquisition 
Strategy 
• Talent 
Acquisition 
Technology 
Human 
Resources 
Learning & 
Development 
Leadership 
Development 
Talent 
Management 
Talent 
Acquisition 
Tools & 
Technology 
Content and Service Providers
Copyright © 2013 Deloitte Development LLC. All rights reserved. 
Content 
Research Driven Methodology 
The WhatWorks® Methodology 
Analysis. Insights. Results… How Our Research Makes Us Unique 
In-Depth 
Interviews and 
Case Studies 
Identify trends, 
benchmarks and 
processes which drive 
highest levels of impact 
WhatWorks® 
Broad Surveys 
and Data 
Analysis 
Extensive Vendor 
and Market 
Analysis
Quick access to research and tools 
• An integrated set of data-driven research and tools for problem solving, 
benchmarking, vendor selection, and professional development. 
• “Product” = content, technology and service 
Industry Studies 
High-impact best 
practices and solution 
provider research 
Factbooks® 
Benchmarking 
metrics and data 
for comparison to 
industry norms 
Case Studies 
In-depth look at an 
organization’s approach 
to specific challenges 
Frameworks 
Structure illustrating 
interrelation of key processes 
Research Bulletins 
Updates on vendors, 
market trends, and new 
best practices 
Maturity Models 
Framework for assessing an 
organization’s level of 
sophistication in given areas 
Webcasts & Tools 
Webinars on the latest talent, 
learning, and HR issues.
Human Resources© Framework 
B e r s i n b y D e l o i t t e 
HR Strategy & Business Plan 
Audiences & Stakeholders 
Internal Leadership • Management • Employees • Hourly • Contractors • Consultants 
External Candidates • Labor Unions • Government • Retirees • Alumni 
HR Measurement & Analytics 
People Culture & Performance 
HR Technology & Infrastructure 
HR Organization & Governance 
HR Service Models 
Core Services Talent Management Strategic Enablement 
Design 
Delivery 
Services 
Competency Management 
Talent Acquisition 
Total Rewards 
Performance Management 
Learning & Development 
Career Management 
Leadership Development 
Succession Management 
Payroll & Compensation 
Benefits & Wellness 
Compliance & Legal 
Time & Attendance 
Resource Planning 
Employee Relations 
HR Reporting 
Onboarding 
Workforce Planning 
Global Workforce Management 
Organizational Design 
Global Inclusion & Diversity 
Workforce Analytics & Measurement 
Change Management 
Engagement Strategies 
Business Advisor & Coach 
Centers of Excellence 
Shared Services 
HR Business Partnership 
Change Management 
Helpdesk 
Portals 
Outsourcing 
HR Vision • HR Mission • HR Goals • HR Philosophy • HR Business Plan 
HR Metrics • Benchmarking • Operational HR Measures • Business Measures • Scorecards 
Values • Principles • Global Awareness • People Brand • Business Outcomes
Incidental Training 
High-Impact Learning Organization 
® Maturity Model 
Source of Ad-hoc Job Support • Mentoring & Apprenticeship • 
Emerging Need for Professional Training • SME-Focused 
Level 1 
Training & Development Excellence 
Source of Designed Instruction • Evolving Governance & Operations • 
Improving L&D Core Processes • Program-Focused 
Level 2 
Talent & Performance Improvement 
Source of Talent Development & Performance Consulting • Integrated with HR/TM • 
Improving Alignment • Process & Tech Focus 
Level 3 
Organizational Capability Development 
Source of Business Performance Capability & Learning Agility • 
Business Executive–Driven • Cultural & Systemic Focus 
Level 4 
B e r s i n b y D e l o i t t e
Human Capital Trends 
8
Top Global Talent Priorities 
% Rated “Urgent” or “Important” in Asia 
78% 
78% 
75% 
75% 
71% 
70% 
69% 
67% 
62% 
60% 
74% 
89% 
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 
Leadership Gaps 
Retention & Engagement 
Reskilling HR 
Talent Acquisition & Access 
Workforce Capabilities 
Talent & HR Analytics 
Globalized HR & Talent Management 
Integrated HR Technology 
Reinvent L&D 
Fix Performance Management 
The Overwhelmed Employee 
Diversity & Inclusion 
Deloitte Global Human Capital Trends Research, n=2500, 2/2014 
Areas of Biggest 
Capability Gap 
32% Urgent 
24% Urgent 
22% Urgent 
18% Urgent 
21% Urgent 
22% Urgent
The Original Idea of Integrated Talent 
Management 
• Slow Response to Changing Business Needs 
− Inability to identify current and future talent gaps 
− Hiring strategy and development planning not in sync 
− No clear picture of future “talent profile” 
− Leadership pipelines in jeopardy 
• Disconnected Decision Making 
− Data and processes not integrated 
− Talent not shared across business units 
− Learning plans not linked to assessments and skills gaps in current talent pool 
− Lack of visibility into talent gaps 
• Not responsive to Employee Demands 
− Employees want career development 
− Defined career paths and competencies not clear and consistent 
− Talent mobility difficult during change 
− Managers still the weakest link in organizational performance 
• Administratively Intensive 
− Data entry is repetitive 
− High volume of manual work to complete HR review processes 
− Difficult to obtain executive-level talent information 
− Hard to plan for the future 
Traditional Silos of HR 
Learning & Development 
Sourcing & Recruiting 
Performance Management 
Leadership Development 
Succession Planning 
Workforce Planning 
Compensation - Benefits
Attracting & 
Job 
Acquiring Talent 
Networks Brand 
Managing & 
College Recruiting Alumni Programs 
Developing Talent 
Partners 
Extending 
Talent 
Employment Brand Social Sourcing 
Talent Networks Mobile Job Sites Candidate 
Diversity & 
Inclusion 
Engagement 
Retention Mgt 
HIPO Assessment Professional 
Management 
Development Career 
Segmentation 
Understanding & 
Planning Talent 
Marketing 
External Brand Work Environment 
Mission and Values 
Work-Life Balance 
Rewards 
Recognition 
Performance 
Management 
Goal Setting 
Career 
Management 
Leadership 
Development 
Career Mgt 
Technical Career 
Mgt 
Contract Labor 
Talent Networks 
Supply Chain of 
Analytics Skills Workforce 
Planning 
L&D 
Coaching 
Certification 
LinkedIn 
Glassdoor 
Reputation 
Suppliers 
Assessments 
MOOCs, Content Data Providers 
Providers 
Lattice 
Academia 
Partners 
How Talent Issues Work Today: 
Everything is Connected 
Hourly Work 
Policies
Talent Imperatives for 2015 
Driving 
Performance & 
Development 
Assessing & 
Improving 
Corporate 
Culture 
Accelerating 
Time to 
Competency 
Improving 
Management & 
Leadership 
Delivering and 
Managing 
Employment Brand 
Planning & 
Analyzing 
Talent 
Improving 
Career & Talent 
Mobility 
Improving Speed 
and Quality of Hire 
Driving 
Engagement 
and Retention 
Diversity & Inclusion, Work Environment, Purpose, Values, and Mission
Is HR Ready? 
13
97% 
Of HR professionals report their HR 
organization stays within budget… yet… 
Source: Bersin by Deloitte High Impact HR Research 2014
Yet, HR Professionals Don’t Believe Their 
Functions are Driving Impact 
28% 
30% FEEL HIGHLY 
STRONGLY 
BELIEVE THEY 
HAVE A 
REPUTATION FOR 
SOUND BUSINESS 
DECISIONS 
CONFIDENT THAT 
THEY ARE 
EFFICIENT 
22% 
FEEL CONFIDENT 
THAT THEY ARE 
ADAPTING TO 
EMPLOYEE NEEDS 
WELL 
20% 
FEEL THAT THEY ARE 
ADEQUATELY 
PLANNING HR FOR 
THE COMPANY’S 
FUTURE NEEDS 
Source: Bersin by Deloitte High Impact HR Research 2014
Challenges for Modern HR 
• Need to develop leaders at all levels, globally and locally 
• Younger workforce than ever before, with new and 
Responsiveness & Coordination 
different demands 
• Broader spans of control and global teams 
• Low levels of engagement, high competition for top talent 
• Technology still not integrated, analytics not mature 
• Innovation and success demands collaboration and 
engagement 
• Performance management weak, succession weak 
• CEOs and CXOs demand HR to “solve talent problems”
Management Skills are Lacking 
Fewer than 10% of organizations are “excellent” in every area 
6% 
Aligning and setting expectations and goals 
Supporting employee engagement 
Attracting top talent 
Responsiveness & Coordination 
12% 
32% 
32% 
33% 
32% 
13% 
21% 
19% 
5% 
5% 
5% 
4% 
3% 
5% 
9% 
0 5 10 15 20 25 30 35 
Identifying and developing leaders 
Managing performance problems 
Coaching and developing people 
Onboarding new staff 
Assessing and selecting the right 
candidates 
Excellent Poor or Below Avg
Weaknesses in HR Operations 
Particularly weak on supporting the workforce, change, adaptability 
Consistently stays within budget. 
Advises top leadership on important strategic decisions. 
Makes an impact on organizational success. 
Supports our companys ability to respond quickly to 
change. 
Consistently meets its departmental goals 
Adapts quickly to our companys changing business 
strategy. 
Has a reputation for making smart, strategic decisions. 
Operates efficiently. 
Supports our workforce effectively. 
Copyright © 2014 Deloitte Development LLC. All rights reserved 
23% 
22% 
36% 
31% 
30% 
28% 
35% 
44% 
42% 
55% 
58% 
0% 10% 20% 30% 40% 50% 60% 
Adapts quickly to our employees changing needs. 
High-Impact 
Top 30% 
49% 
40% 
36% 
36% 
36%
Time to Transform HR 
72% 
8% RATED THE NEED TO RESKILL, 
REORGANIZE, AND TRANSFORM 
FEEL THEY HAVE ROBUST 
PROGRAMS TO HELP IN 
TRANSFORMING THE 
HR FUNCTION 
HR AS A HIGH PRIORITY 
Source: Bersin by Deloitte High Impact HR Research 2014
What Our Research 
Found 
20
Our High-Impact HR Research 
• Detailed survey conducted in 2013-4 on structure, 
roles, and governance of HR: 
− CHRO background 
− Organization structure 
− Level of specialization 
− Use of technology 
− Training of HR teams 
− External intelligence gathering 
− Level of HR “independence” 
− Use of analytics 
− Talent management solutions 
− Use of standards 
• Evaluated impact on customer service, profitability, 
responsiveness, time to market, HR responsiveness, 
HR adaptability, and all talent practices (staffing, 
engagement, performance, leadership, training) 
Copyright © 2014 Deloitte Development LLC. All rights reserved
What We Observed: The Four Phases 
Changing Drivers for Transformation 
Personnel 
Department 
Control 
Operational HR 
Serve Staff 
Automate 
Copyright © 2014 Deloitte Development LLC. All rights reserved 
Integrated Talent 
Management 
Enable Decisions 
and Management 
Business-Driven 
HR 
Support Business 
Plan for the Future 
Stage 1: 
Efficiency 
Stage 2: 
Effectiveness 
Stage 3: 
Responsiveness 
and Agility
What Drives Performance? 
HR can impact business performance 
HR Performance 
Meets Goals / Efficient 
Copyright © 2014 Deloitte Development LLC. All rights reserved 
Organization 
Performance 
Customer Satisfaction 
Responsiveness 
Efficient Operations 
Cost Control 
Time to Market 
Wins in Market 
Achieves Goals 
Leader Skills 
Capability 
Decision Making 
Communicating Vision 
Adapts 
Supports Change 
Decision Making 
Management 
People Skills 
Attract / Assess / Select 
Onboard 
Align / Goal Set / Coach 
Develop 
Leader skills drive 
performance 
22% 
HR operations 
drives performance 
7% 
Manager people d 
skills drive 
performance 
8% 
HR can improve Leadership skills, its own performance, and Managers’ people 
skills…with the potential to impacting up to 37% of business outcomes
Key Findings of High-Impact HR: 
A more “distributed” and “intelligent” approach to HR drives greater impact 
1. Specialization & Skills Devt 
− Generalists are specialists 
− Training and continuous development culture 
− Networks of expertise, not centers 
2. Empowered Business Partners 
− Senior business experience, consultative 
− Embedded in business 
− Specialized in role 
3. Talent COEs Extend into Business 
− Collecting information and creating frameworks 
− Coordinated decision making, sharing expertise 
− Federated in structure (ie. Learning, staffing) 
4. Standard Infrastructure & Vendors 
− Standard systems and data governance 
− Easy to use employee facing systems 
− Mobile, design-centric systems 
5. External Intelligence, Research, 
and Sharing Best Practices 
− Team or person focused on external world 
− Practices, data, vendors, benchmarks 
− Looking forward not backward 
6. Data, Planning, & Talent 
Analytics 
− Cleaned-up HR data management 
− Level 3, 4 talent analytics capability 
− Performance consulting, not just reporting 
7. Innovative HR Solutions 
− New unique approaches 
− Use uniqueness of culture 
8. A Bold CHRO 
− Push for change and innovation 
− Reward innovative solutions 
− Examine business for world class solutions
HR Organization 
25
Evolution of HR Structure 
From Centralized to Rationalized to Optimized 
Service delivery optimized 
efficiency, service delivery, 
Small to Mid Sized 
Organization 
Business Reach and Impact 
“Anarchy” 
Uncoordinated 
HR staffs, tools, 
vendors, consultants 
Large Global 
Organization 
“Rationalized” 
Efficient 
Standard platforms 
Roles defined 
Focus: Platforms, 
role clarity 
Rationalized 
HR Service 
Delivery 
Optimized 
Business- 
Integrated 
HR 
“Business Optimized” 
Federated: Coordinated 
Intelligent at the end nodes 
Highly trained and 
empowered HR partners 
External intelligence and 
networks of expertise 
Focus: Talent, Leadership, 
Management, Global 
Localization 
Centralized 
HR
HR Roles – Specialization is Key 
• Centers of Excellence “Networks of Expertise” 
− Create standard frameworks and standard tools and vendors, and directly support 
specialists in their COE. 
− COE’s directly assign themselves to business units, with specialists who can tailor and 
customize programs for local needs. 
− COE leaders focus on global process and technology and have deep domain expertise 
and be strong business leaders 
− More advanced companies combine the talent acquisition, development, and mobility 
teams together into an integrated talent organization. 
• Specialist 
− More specialists and fewer generalists, with specialists “assigned” to business units so 
they understand the particular culture, jobs, and labor markets of their units 
− Specialists are linked to the COEs through “networks of expertise” and share their 
experiences and best practices continuously 
Copyright © 2014 Deloitte Development LLC. All rights reserved
Managing HR Expertise 
Agile deployment of SME’s where they are needed 
Sourcing 
Engineers 
Goal Implement 
Mgt. 
Managing 
Contract 
Labor 
Executive 
Coaching 
LMS/ATS 
Copyright © 2014 Deloitte Development LLC. All rights reserved 
Training 
Marketing 
Executive 
Alignment 
Volume 
Hiring 
Diversity 
Inclusion 
Employee 
Data Admin 
Learning 
Tools 
Keys to Success: 
• Expertise Culture 
• Expertise Sharing 
• External Intelligence 
• Reflection and Discussion 
• Generalists are Specialists
The foundation for developing skill is supporting deliberate practice for the individual – giving people 
ways to constantly work on their “growing edge.” 
Copyright © 2014 Deloitte Development LLC. All rights reserved 
Proficiency Level 
Capability Development Model 
Level 4 
Expert 
• SME role in Community of Practice and training development 
• Advise on varied cases; collaborate w/peers to advance specialty 
Experience & Collaboration 
Level 3 
Advanced 
• Job assignments focus on breadth across contexts; QA review 
work in specialty area 
• Teach and mentor others 
Level 2 
Proficient 
• Job assignments focus on growth: increased complexity, 
functional or technical area 
• Share problems/stories with peers & more experienced 
practitioners 
Level 1 
Novice 
• Hands-on Classroom learning or simulations 
• Realistic work tasks with feedback 
Training 
Level 0 
Trained 
• Online Learning, Knowledge Assets build body of knowledge 
• Practice activities with feedback build basic skills
Federated Model of Governance 
Networks of Expertise in Action 
• Networks of Expertise, not just 
Centers of Expertise 
• The Global Learning Community is a 
federated group made up of learning 
leaders representing each of the business 
units. 
• Each business unit develops a learning 
plan, budget and manages the design 
and development of the programs 
required to ensure that the local and unit-specific 
business needs are being met. 
• Bank-wide L&D programs are managed 
by the Global Learning Office. 
• Bank-wide shared services are managed 
by the Global Learning Office. 
Copyright © 2014 Deloitte Development LLC. All rights reserved 
Business 
Unit 
Business 
Unit 
Global 
Learning 
Community 
Global 
Learning 
Program 
Office
Standards and Frameworks 
Mars Inc. 
• All HR professionals report into 
business unit CEOs, called “co-pilots” 
• Corporate Talent Management and 
L&D builds strategic programs and 
frameworks shared by regional 
teams 
• Regional teams innovate, corporate 
team “integrates and communicates” 
• Rated one of the “most innovative 
companies” by Fortune Magazine in 
March of 2013 
Copyright © 2014 Deloitte Development LLC. All rights reserved
Develop and manage HR organizational capability: 
External Intelligence 
Internal Research Team as a leading practice 
• Internal research and “HR for HR” Team 
• Subscribes to external research, scans press, sets up benchmarking meetings 
• Meets with vendors and identifies key models, tools, and new solutions 
• Shares information with leadership and all HR professionals 
• Monitors vendor activity and major vendor and outsourcing M&A 
• Acts as “librarian” for content, research, tools, articles 
• Attends conferences and identifies key opportunities to present best-practices, 
market the HR department, and expand employment/talent brand 
A continuous inflow of external thinking and innovation challenges HR 
assumptions, maintains agility, and enables more responsive and creative 
solutions to existing and emerging talent and business challenges 
Copyright © 2014 Deloitte Development LLC. All rights reserved
Value of HR Innovation(Innovation) 
Operates efficiently and keeps 
costs lower than competitors 
Wins over the competition in the 
market 
Creates new products/services 
more NQuickly than competitors 
Adapts to market changes faster 
than competitors 
Improves processes to maximize 
efficiency 
Responds to customer needs 
Meets or exceeds customers 
“Innovative HR” 
expectations 
companies reported 
30% higher profit than 
average 
Attracting top talent 
1.20 
1.00 
0.80 
0.60 
0.40 
0.20 
0.00 
-0.20 
-0.40 
Assessing and selecting the right 
candidates 
Onboarding new staff 
Aligning and setting expectations 
and goals 
Coaching and developing people 
Managing performance problems 
Identifying and developing 
leaders 
Supporting employee 
engagement 
Making smart decisions about the 
direction of our company 
Clearly communicating the 
company strategy 
Overall leadership capability 
quickly 
Relentlessly Innovates 
Innovates heavily Does not innovate heavily
HR Business Partners 
34
Moving “Local” HR to Greater Impact 
LOW HIGH 
Problem-Solving Abilities 
/ Analytical Background 
Line-of-Business 
Acumen 
LOW HIGH 
Generalist 
Low Analytical 
Low LoB or Business Acumen 
HRBP 
Business Oriented “VP” of HR 
High Analytical 
High LoB or Business Acumen 
Leverages specialists and COEs
What High-Impact Partners Do 
More time consulting, less time “serving” 
What does the HR Business Partner role do? 
Providing Decision Support 
Employee Relations 
Workforce Strategy 
Manager Inquiries 
Coaching Executives & Managers 
Employee Inquiries 
HR Program Training 
Data Gathering & Reporting 
Performance Management 
Copyright © 2014 Deloitte Development LLC. All rights reserved 
3% 
5% 
16% 
10% 
12% 
22% 
18% 
19% 
15% 
41% 
20% 
45% 
37% 
3% 
7% 
21% 
28% 
28% 
48% 
66% 
Orientation 
High Impact HR 
All Others 
The type of work done by HR Business Partners is a major differentiator of leading HR organizations
The strategic HR business partner spends time differently 
Drives the need for upskilling, increased technology use, shared services 
Lagging Leading 
Strategy 
Planning 
Consultation 
Procedures / Compliance 
Administration 
Strategy 
Planning 
Consultation 
Procedures / Compliance 
Administration 
Provides expert assistance to managers 
Is a source of people-related insights 
Is a builder of strategic people capability 
Copyright © 2014 Deloitte Development LLC. All rights reserved
Reskilling the HR Function 
Targeted, continuous development of HR teams is essential 
• Moving forward will require new skills and new perspectives, especially in 
the key roles 
• Enhanced infrastructure changes roles, minimizes traditional need for 
administrative strengths 
− Integrated HR systems, enhanced analytics, manager self-service, shared services 
take on less value-added tasks, allowing focus on strategic activities 
Only 
12% 
…say they are ready 
(3rd fewest) 
Source: 2014 Deloitte Human Capital Trends, n=2,500 
…say Reskilling HR is 
Urgent/Important 
(3rd highest) 
2014 Deloitte Human 
Capital Trends Report 
74% 
Copyright © 2014 Deloitte Development LLC. All rights reserved
The Five Personalities of the HRBP 
39 
Business Player 
(Co-responsible for 
business success) 
Professional 
Partner 
(using expertise to 
shape direction) 
Enabler of HR 
Governance 
(Holding the line on functional 
policy & principles) 
Functional Broker 
(Manage interface 
between business and 
functional resources) 
Independent 
Leader 
(Challenging the 
business and the 
function)
Typical HRBP Development Programy 
A Business Partner Development Program 
40 
Competency Framework for future 
HRBP role Pre-assessment 
Pre-work 
Core training 
programme 
Self 
Further 
Learning 
assessment 
Participant self assessment 
against the competency 
framework, to inform PDP and 
further learning modules 
Competency framework 
shared with participants, 
opportunity to reflect on 
individual learning needs 
prior to training session 
Participants keep an 
active log of development 
needs against core 
competencies 
Further learning identified in 
line with core competency 
areas for development 
HRLT have opportunity to 
reflect on learning needs 
of participants based on 
agreed competency 
framework
Competency Frameworks Analysis 
Analysis of the existing competency frameworks – focusing on the competencies required of an HR Business partner. 
Serving the Client 
Retaining the Client 
Managing the Practice 
Implementing 
Following Through 
Understanding the Market 
Creating a Vision 
Building the Market Developing Commitment 
Making Decisions 
Reward Talent Management 
People Relations 
Achieving Results 
Team Playing 
Change Management 
HRIM 
Business skills 
(Functional Broker) 
Commercial 
Effectiveness 
(Business player) 
Personal and 
interpersonal skills 
(Professional Partner) 
Governance skills 
(Enabler of HR 
Governance) 
Leadership and People 
Management Skills 
Team work and collaboration Managing risk 
Commercial acumen Managing people 
Business and client 
understanding 
Stakeholder management 
Results orientation 
Project and programme 
management 
Talent 
Management 
Relationship management 
Analytics 
Change management 
Communication 
Negotiation /Influencing and 
Coaching skills 
Policy , process and HR 
legislation 
Key : 
Deloitte HRBP 
Leading practice 
examples 
Global Leader 
Framework 
ICS Competency 
Framework 
HR Client Service 
competency 
framework 
Inspirational Leadership 
Performance Drive 
Competitive Edge / Innovation 
Collegiality 
Candor 
Strategic Direction Talent Development 
Influence 
Quality, Ethics and 
Integrity 
Motivational Potential 
People Potential 
Intellectual Potential 
Change Potential 
Mobility
Value of Bringing HRBP Close to the Business 
Impact of HR Being Close to the Business 
Attracting top talent 
1.40 
1.20 
1.00 
0.80 
0.60 
0.40 
0.20 
0.00 
-0.20 
-0.40 
Assessing and selecting the right 
candidates 
Onboarding new staff 
Aligning and setting expectations 
and goals 
Coaching and developing people 
Managing performance problems 
Identifying and developing leaders 
Supporting employee engagement 
Making smart decisions about the 
direction of our company 
Operates efficiently and keeps costs 
Clearly communicating the company 
strategy 
lower than competitors 
Wins over the competition in the 
Creates new products/services more 
NQuickly than competitors 
Adapts to market changes faster 
than competitors 
Improves processes to maximize 
Responds to customer needs quickly 
Meets or exceeds customers 
expectations 
Overall leadership capability 
efficiency 
market 
Close to business Not close to business 
“HR Close to 
Business” companies 
reported 21% higher 
profit than average
Technologies, Platforms, 
Analytics 
43
Benefits & 
Compensation 
Hiring 
Recruiting 
E-Learning 
Performance 
Talent 
Integrated TM 
Solutions 
Systems of 
Engagement 
Evolution of HR Systems 
M A R K E T G R O W T H - A D O P T I O N 
Back Office 
on-premise ERP 
Benefits 
Administration 
Compensation 
HRIS 
Applicant 
Tracking 
Recruiting 
Sourcing 
SaaS and 
Cloud 
Learning 
Management 
Integrated 
Talent Mgmt 
Performance 
Management 
Succession 
Management 
Competency 
Management 
“Systems of 
Integrated 
Engagement” 
Recruiting 
Social 
Recognition 
Talent 
Analytics 
End to End 
Suite 
ERP and 
HRMS 
Integrated 
Mobile and 
Tablet, HTML5 
Analytics 
Segmentation 
Prediction 
Consumer 
User Interfaces 
Integrated into 
Work 
2 0 0 0 P R O G R E S S I O N O V E R T I M E 2 0 1 2
Delivers Full Suite of Talent Offerings 
Has Full Suite of Talent Offerings 
Attracting top talent 
1.20 
1.00 
0.80 
0.60 
0.40 
0.20 
0.00 
-0.20 
-0.40 
-0.60 
Assessing and selecting the 
right candidates 
Onboarding new staff 
Aligning and setting 
expectations and goals 
Coaching and developing 
people 
Managing performance 
problems 
Identifying and developing 
leaders 
Supporting employee 
engagement 
Improves processes to 
maximize efficiency 
Responds to customer needs 
quickly 
Meets or exceeds customers 
Overall leadership capability 
Clearly communicating the 
company strategy 
Making smart decisions about 
the direction of our company 
expectations 
Adapts to market changes 
faster than competitors 
“Full Suite of Talent” Has full suite Does not have full suite 
companies reported 
25% higher profit than 
average
Analytics Drives Results 
Today, 14% of HR ORGANIZATIONS believe they “regularly use data to make 
talent and HR strategy decisions”… 
…and these organizations, are… 
2X 
as likely to 
believe they 
are excellent 
at selecting 
the right 
candidates 
2X 
as likely to 
believe they 
are delivering 
a strong 
leadership 
pipeline 
Copyright © 2014 Deloitte Development LLC. All rights reserved 
Generating 
30% 
higher stock 
returns than 
the S&P 500 
over the last 
three years 
3X 
as likely to 
believe they 
are efficiently 
operating HR
Copyright © 2014 Deloitte Development LLC. All rights reserved 
44% 
42% 
36% 
31% 
30% 
28% 
23% 
22% 
35% 
55% 
72% 
72% 
72% 
64% 
81% 
94% 
94% 
75% 
94% 
81% 
HIHR Overall 
Manages budget 
Advice to leadership 
Impacts organization success 
Supports organizational agility 
Meets internal goals 
Adapts to changing strategy 
Reputation for smart decisions 
Operates efficiently 
Provides effective services 
Adapts to changing 
employee needs 
+52% 
+59% 
+58% 
High-Impact HR Teams Outperform
Bottom Line: High Impact HR Practices 
A more “distributed” and “intelligent” approach to HR drives greater impact 
1. Deep expertise and specialization in roles 
2. Embedded HR business partners with empowered authority 
3. Networks of Expertise coordinated by Centers of Expertise 
4. Coordinated decision-making through frameworks and standards 
5. COE’s functioning as collection and integration, not only 
innovation 
6. Standardized infrastructure and vendors 
7. External intelligence, research, and sharing of models and best 
practices 
8. Training and continuous development of HR team 
9. Data transparency and analytics 
10. A Bold CHRO 
Copyright © 2014 Deloitte Development LLC. All rights reserved
• 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 publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any 
decision or taking any action that may affect your business, you should consult a qualified professional advisor. 
• Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. 
• About Deloitte 
As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about 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. 
36 USC 220506 
Member of Deloitte Touche Tohmatsu Limited

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High-Impact HR: Building a Business-Driven HR Organization

  • 1. High Impact HR 2015 Delivering on the Promise of Talent-Driven Business Value Josh Bersin Principal and Founder Bersin by Deloitte November, 2014
  • 2. Who We Are Global provider of leading practices, trends, and benchmarking research in talent management, learning, and strategic HR. 6 Research Areas • Human Resources • Leadership Development • Learning & Development • Talent Acquisition • Talent Management • Tools & Technology Integrated Membership Offering • WhatWorks® Membership: Research, Tools, Education, Consulting • IMPACT: The industry’s premiere conference on the Business of Talent • Advisory Services & Consulting Human Resources Leadership Development Learning & Development Talent Acquisition Talent Management Tools & Technology
  • 3. Create competitive advantage through strategic investments in technology • HR Operations Technology • Learning Technology • Talent Acquisition Technology • Talent Management Technology • Technology Strategy & Execution Bersin Practices and Subject Areas Bersin by Deloitte’s Research Library Create highly effective HR organizations • Engagement • HR & Talent Analytics • HR Organization & Governance • HR Strategy & Benchmarking • HR Tools & Technology • Rewards & Recognition • Services & Programs Build the right skills for a successful organization • Content Development • Informal Learning • Learning Culture • Learning Measurement • Learning Programs • Learning Technology • Organization & Governance • Performance Consulting Drive leadership programs with bottom line impact • Executive Development • HiPo Development • Leadership Competencies • Leadership Development Evaluation • Leadership Development Solutions • Leadership Organization & Governance • Leadership Strategy Deliver bottom line benefits of integrated talent • Career Management • Competency Management • Performance Management • Succession Management • Talent Management Systems • Talent Strategy • Workforce Planning Source, recruit, and onboard the very best • Employment Branding • Hiring & Onboarding • Screening & Interviewing • Sourcing & Recruiting • Talent Acquisition Strategy • Talent Acquisition Technology Human Resources Learning & Development Leadership Development Talent Management Talent Acquisition Tools & Technology Content and Service Providers
  • 4. Copyright © 2013 Deloitte Development LLC. All rights reserved. Content Research Driven Methodology The WhatWorks® Methodology Analysis. Insights. Results… How Our Research Makes Us Unique In-Depth Interviews and Case Studies Identify trends, benchmarks and processes which drive highest levels of impact WhatWorks® Broad Surveys and Data Analysis Extensive Vendor and Market Analysis
  • 5. Quick access to research and tools • An integrated set of data-driven research and tools for problem solving, benchmarking, vendor selection, and professional development. • “Product” = content, technology and service Industry Studies High-impact best practices and solution provider research Factbooks® Benchmarking metrics and data for comparison to industry norms Case Studies In-depth look at an organization’s approach to specific challenges Frameworks Structure illustrating interrelation of key processes Research Bulletins Updates on vendors, market trends, and new best practices Maturity Models Framework for assessing an organization’s level of sophistication in given areas Webcasts & Tools Webinars on the latest talent, learning, and HR issues.
  • 6. Human Resources© Framework B e r s i n b y D e l o i t t e HR Strategy & Business Plan Audiences & Stakeholders Internal Leadership • Management • Employees • Hourly • Contractors • Consultants External Candidates • Labor Unions • Government • Retirees • Alumni HR Measurement & Analytics People Culture & Performance HR Technology & Infrastructure HR Organization & Governance HR Service Models Core Services Talent Management Strategic Enablement Design Delivery Services Competency Management Talent Acquisition Total Rewards Performance Management Learning & Development Career Management Leadership Development Succession Management Payroll & Compensation Benefits & Wellness Compliance & Legal Time & Attendance Resource Planning Employee Relations HR Reporting Onboarding Workforce Planning Global Workforce Management Organizational Design Global Inclusion & Diversity Workforce Analytics & Measurement Change Management Engagement Strategies Business Advisor & Coach Centers of Excellence Shared Services HR Business Partnership Change Management Helpdesk Portals Outsourcing HR Vision • HR Mission • HR Goals • HR Philosophy • HR Business Plan HR Metrics • Benchmarking • Operational HR Measures • Business Measures • Scorecards Values • Principles • Global Awareness • People Brand • Business Outcomes
  • 7. Incidental Training High-Impact Learning Organization ® Maturity Model Source of Ad-hoc Job Support • Mentoring & Apprenticeship • Emerging Need for Professional Training • SME-Focused Level 1 Training & Development Excellence Source of Designed Instruction • Evolving Governance & Operations • Improving L&D Core Processes • Program-Focused Level 2 Talent & Performance Improvement Source of Talent Development & Performance Consulting • Integrated with HR/TM • Improving Alignment • Process & Tech Focus Level 3 Organizational Capability Development Source of Business Performance Capability & Learning Agility • Business Executive–Driven • Cultural & Systemic Focus Level 4 B e r s i n b y D e l o i t t e
  • 9. Top Global Talent Priorities % Rated “Urgent” or “Important” in Asia 78% 78% 75% 75% 71% 70% 69% 67% 62% 60% 74% 89% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Leadership Gaps Retention & Engagement Reskilling HR Talent Acquisition & Access Workforce Capabilities Talent & HR Analytics Globalized HR & Talent Management Integrated HR Technology Reinvent L&D Fix Performance Management The Overwhelmed Employee Diversity & Inclusion Deloitte Global Human Capital Trends Research, n=2500, 2/2014 Areas of Biggest Capability Gap 32% Urgent 24% Urgent 22% Urgent 18% Urgent 21% Urgent 22% Urgent
  • 10. The Original Idea of Integrated Talent Management • Slow Response to Changing Business Needs − Inability to identify current and future talent gaps − Hiring strategy and development planning not in sync − No clear picture of future “talent profile” − Leadership pipelines in jeopardy • Disconnected Decision Making − Data and processes not integrated − Talent not shared across business units − Learning plans not linked to assessments and skills gaps in current talent pool − Lack of visibility into talent gaps • Not responsive to Employee Demands − Employees want career development − Defined career paths and competencies not clear and consistent − Talent mobility difficult during change − Managers still the weakest link in organizational performance • Administratively Intensive − Data entry is repetitive − High volume of manual work to complete HR review processes − Difficult to obtain executive-level talent information − Hard to plan for the future Traditional Silos of HR Learning & Development Sourcing & Recruiting Performance Management Leadership Development Succession Planning Workforce Planning Compensation - Benefits
  • 11. Attracting & Job Acquiring Talent Networks Brand Managing & College Recruiting Alumni Programs Developing Talent Partners Extending Talent Employment Brand Social Sourcing Talent Networks Mobile Job Sites Candidate Diversity & Inclusion Engagement Retention Mgt HIPO Assessment Professional Management Development Career Segmentation Understanding & Planning Talent Marketing External Brand Work Environment Mission and Values Work-Life Balance Rewards Recognition Performance Management Goal Setting Career Management Leadership Development Career Mgt Technical Career Mgt Contract Labor Talent Networks Supply Chain of Analytics Skills Workforce Planning L&D Coaching Certification LinkedIn Glassdoor Reputation Suppliers Assessments MOOCs, Content Data Providers Providers Lattice Academia Partners How Talent Issues Work Today: Everything is Connected Hourly Work Policies
  • 12. Talent Imperatives for 2015 Driving Performance & Development Assessing & Improving Corporate Culture Accelerating Time to Competency Improving Management & Leadership Delivering and Managing Employment Brand Planning & Analyzing Talent Improving Career & Talent Mobility Improving Speed and Quality of Hire Driving Engagement and Retention Diversity & Inclusion, Work Environment, Purpose, Values, and Mission
  • 14. 97% Of HR professionals report their HR organization stays within budget… yet… Source: Bersin by Deloitte High Impact HR Research 2014
  • 15. Yet, HR Professionals Don’t Believe Their Functions are Driving Impact 28% 30% FEEL HIGHLY STRONGLY BELIEVE THEY HAVE A REPUTATION FOR SOUND BUSINESS DECISIONS CONFIDENT THAT THEY ARE EFFICIENT 22% FEEL CONFIDENT THAT THEY ARE ADAPTING TO EMPLOYEE NEEDS WELL 20% FEEL THAT THEY ARE ADEQUATELY PLANNING HR FOR THE COMPANY’S FUTURE NEEDS Source: Bersin by Deloitte High Impact HR Research 2014
  • 16. Challenges for Modern HR • Need to develop leaders at all levels, globally and locally • Younger workforce than ever before, with new and Responsiveness & Coordination different demands • Broader spans of control and global teams • Low levels of engagement, high competition for top talent • Technology still not integrated, analytics not mature • Innovation and success demands collaboration and engagement • Performance management weak, succession weak • CEOs and CXOs demand HR to “solve talent problems”
  • 17. Management Skills are Lacking Fewer than 10% of organizations are “excellent” in every area 6% Aligning and setting expectations and goals Supporting employee engagement Attracting top talent Responsiveness & Coordination 12% 32% 32% 33% 32% 13% 21% 19% 5% 5% 5% 4% 3% 5% 9% 0 5 10 15 20 25 30 35 Identifying and developing leaders Managing performance problems Coaching and developing people Onboarding new staff Assessing and selecting the right candidates Excellent Poor or Below Avg
  • 18. Weaknesses in HR Operations Particularly weak on supporting the workforce, change, adaptability Consistently stays within budget. Advises top leadership on important strategic decisions. Makes an impact on organizational success. Supports our companys ability to respond quickly to change. Consistently meets its departmental goals Adapts quickly to our companys changing business strategy. Has a reputation for making smart, strategic decisions. Operates efficiently. Supports our workforce effectively. Copyright © 2014 Deloitte Development LLC. All rights reserved 23% 22% 36% 31% 30% 28% 35% 44% 42% 55% 58% 0% 10% 20% 30% 40% 50% 60% Adapts quickly to our employees changing needs. High-Impact Top 30% 49% 40% 36% 36% 36%
  • 19. Time to Transform HR 72% 8% RATED THE NEED TO RESKILL, REORGANIZE, AND TRANSFORM FEEL THEY HAVE ROBUST PROGRAMS TO HELP IN TRANSFORMING THE HR FUNCTION HR AS A HIGH PRIORITY Source: Bersin by Deloitte High Impact HR Research 2014
  • 20. What Our Research Found 20
  • 21. Our High-Impact HR Research • Detailed survey conducted in 2013-4 on structure, roles, and governance of HR: − CHRO background − Organization structure − Level of specialization − Use of technology − Training of HR teams − External intelligence gathering − Level of HR “independence” − Use of analytics − Talent management solutions − Use of standards • Evaluated impact on customer service, profitability, responsiveness, time to market, HR responsiveness, HR adaptability, and all talent practices (staffing, engagement, performance, leadership, training) Copyright © 2014 Deloitte Development LLC. All rights reserved
  • 22. What We Observed: The Four Phases Changing Drivers for Transformation Personnel Department Control Operational HR Serve Staff Automate Copyright © 2014 Deloitte Development LLC. All rights reserved Integrated Talent Management Enable Decisions and Management Business-Driven HR Support Business Plan for the Future Stage 1: Efficiency Stage 2: Effectiveness Stage 3: Responsiveness and Agility
  • 23. What Drives Performance? HR can impact business performance HR Performance Meets Goals / Efficient Copyright © 2014 Deloitte Development LLC. All rights reserved Organization Performance Customer Satisfaction Responsiveness Efficient Operations Cost Control Time to Market Wins in Market Achieves Goals Leader Skills Capability Decision Making Communicating Vision Adapts Supports Change Decision Making Management People Skills Attract / Assess / Select Onboard Align / Goal Set / Coach Develop Leader skills drive performance 22% HR operations drives performance 7% Manager people d skills drive performance 8% HR can improve Leadership skills, its own performance, and Managers’ people skills…with the potential to impacting up to 37% of business outcomes
  • 24. Key Findings of High-Impact HR: A more “distributed” and “intelligent” approach to HR drives greater impact 1. Specialization & Skills Devt − Generalists are specialists − Training and continuous development culture − Networks of expertise, not centers 2. Empowered Business Partners − Senior business experience, consultative − Embedded in business − Specialized in role 3. Talent COEs Extend into Business − Collecting information and creating frameworks − Coordinated decision making, sharing expertise − Federated in structure (ie. Learning, staffing) 4. Standard Infrastructure & Vendors − Standard systems and data governance − Easy to use employee facing systems − Mobile, design-centric systems 5. External Intelligence, Research, and Sharing Best Practices − Team or person focused on external world − Practices, data, vendors, benchmarks − Looking forward not backward 6. Data, Planning, & Talent Analytics − Cleaned-up HR data management − Level 3, 4 talent analytics capability − Performance consulting, not just reporting 7. Innovative HR Solutions − New unique approaches − Use uniqueness of culture 8. A Bold CHRO − Push for change and innovation − Reward innovative solutions − Examine business for world class solutions
  • 26. Evolution of HR Structure From Centralized to Rationalized to Optimized Service delivery optimized efficiency, service delivery, Small to Mid Sized Organization Business Reach and Impact “Anarchy” Uncoordinated HR staffs, tools, vendors, consultants Large Global Organization “Rationalized” Efficient Standard platforms Roles defined Focus: Platforms, role clarity Rationalized HR Service Delivery Optimized Business- Integrated HR “Business Optimized” Federated: Coordinated Intelligent at the end nodes Highly trained and empowered HR partners External intelligence and networks of expertise Focus: Talent, Leadership, Management, Global Localization Centralized HR
  • 27. HR Roles – Specialization is Key • Centers of Excellence “Networks of Expertise” − Create standard frameworks and standard tools and vendors, and directly support specialists in their COE. − COE’s directly assign themselves to business units, with specialists who can tailor and customize programs for local needs. − COE leaders focus on global process and technology and have deep domain expertise and be strong business leaders − More advanced companies combine the talent acquisition, development, and mobility teams together into an integrated talent organization. • Specialist − More specialists and fewer generalists, with specialists “assigned” to business units so they understand the particular culture, jobs, and labor markets of their units − Specialists are linked to the COEs through “networks of expertise” and share their experiences and best practices continuously Copyright © 2014 Deloitte Development LLC. All rights reserved
  • 28. Managing HR Expertise Agile deployment of SME’s where they are needed Sourcing Engineers Goal Implement Mgt. Managing Contract Labor Executive Coaching LMS/ATS Copyright © 2014 Deloitte Development LLC. All rights reserved Training Marketing Executive Alignment Volume Hiring Diversity Inclusion Employee Data Admin Learning Tools Keys to Success: • Expertise Culture • Expertise Sharing • External Intelligence • Reflection and Discussion • Generalists are Specialists
  • 29. The foundation for developing skill is supporting deliberate practice for the individual – giving people ways to constantly work on their “growing edge.” Copyright © 2014 Deloitte Development LLC. All rights reserved Proficiency Level Capability Development Model Level 4 Expert • SME role in Community of Practice and training development • Advise on varied cases; collaborate w/peers to advance specialty Experience & Collaboration Level 3 Advanced • Job assignments focus on breadth across contexts; QA review work in specialty area • Teach and mentor others Level 2 Proficient • Job assignments focus on growth: increased complexity, functional or technical area • Share problems/stories with peers & more experienced practitioners Level 1 Novice • Hands-on Classroom learning or simulations • Realistic work tasks with feedback Training Level 0 Trained • Online Learning, Knowledge Assets build body of knowledge • Practice activities with feedback build basic skills
  • 30. Federated Model of Governance Networks of Expertise in Action • Networks of Expertise, not just Centers of Expertise • The Global Learning Community is a federated group made up of learning leaders representing each of the business units. • Each business unit develops a learning plan, budget and manages the design and development of the programs required to ensure that the local and unit-specific business needs are being met. • Bank-wide L&D programs are managed by the Global Learning Office. • Bank-wide shared services are managed by the Global Learning Office. Copyright © 2014 Deloitte Development LLC. All rights reserved Business Unit Business Unit Global Learning Community Global Learning Program Office
  • 31. Standards and Frameworks Mars Inc. • All HR professionals report into business unit CEOs, called “co-pilots” • Corporate Talent Management and L&D builds strategic programs and frameworks shared by regional teams • Regional teams innovate, corporate team “integrates and communicates” • Rated one of the “most innovative companies” by Fortune Magazine in March of 2013 Copyright © 2014 Deloitte Development LLC. All rights reserved
  • 32. Develop and manage HR organizational capability: External Intelligence Internal Research Team as a leading practice • Internal research and “HR for HR” Team • Subscribes to external research, scans press, sets up benchmarking meetings • Meets with vendors and identifies key models, tools, and new solutions • Shares information with leadership and all HR professionals • Monitors vendor activity and major vendor and outsourcing M&A • Acts as “librarian” for content, research, tools, articles • Attends conferences and identifies key opportunities to present best-practices, market the HR department, and expand employment/talent brand A continuous inflow of external thinking and innovation challenges HR assumptions, maintains agility, and enables more responsive and creative solutions to existing and emerging talent and business challenges Copyright © 2014 Deloitte Development LLC. All rights reserved
  • 33. Value of HR Innovation(Innovation) Operates efficiently and keeps costs lower than competitors Wins over the competition in the market Creates new products/services more NQuickly than competitors Adapts to market changes faster than competitors Improves processes to maximize efficiency Responds to customer needs Meets or exceeds customers “Innovative HR” expectations companies reported 30% higher profit than average Attracting top talent 1.20 1.00 0.80 0.60 0.40 0.20 0.00 -0.20 -0.40 Assessing and selecting the right candidates Onboarding new staff Aligning and setting expectations and goals Coaching and developing people Managing performance problems Identifying and developing leaders Supporting employee engagement Making smart decisions about the direction of our company Clearly communicating the company strategy Overall leadership capability quickly Relentlessly Innovates Innovates heavily Does not innovate heavily
  • 35. Moving “Local” HR to Greater Impact LOW HIGH Problem-Solving Abilities / Analytical Background Line-of-Business Acumen LOW HIGH Generalist Low Analytical Low LoB or Business Acumen HRBP Business Oriented “VP” of HR High Analytical High LoB or Business Acumen Leverages specialists and COEs
  • 36. What High-Impact Partners Do More time consulting, less time “serving” What does the HR Business Partner role do? Providing Decision Support Employee Relations Workforce Strategy Manager Inquiries Coaching Executives & Managers Employee Inquiries HR Program Training Data Gathering & Reporting Performance Management Copyright © 2014 Deloitte Development LLC. All rights reserved 3% 5% 16% 10% 12% 22% 18% 19% 15% 41% 20% 45% 37% 3% 7% 21% 28% 28% 48% 66% Orientation High Impact HR All Others The type of work done by HR Business Partners is a major differentiator of leading HR organizations
  • 37. The strategic HR business partner spends time differently Drives the need for upskilling, increased technology use, shared services Lagging Leading Strategy Planning Consultation Procedures / Compliance Administration Strategy Planning Consultation Procedures / Compliance Administration Provides expert assistance to managers Is a source of people-related insights Is a builder of strategic people capability Copyright © 2014 Deloitte Development LLC. All rights reserved
  • 38. Reskilling the HR Function Targeted, continuous development of HR teams is essential • Moving forward will require new skills and new perspectives, especially in the key roles • Enhanced infrastructure changes roles, minimizes traditional need for administrative strengths − Integrated HR systems, enhanced analytics, manager self-service, shared services take on less value-added tasks, allowing focus on strategic activities Only 12% …say they are ready (3rd fewest) Source: 2014 Deloitte Human Capital Trends, n=2,500 …say Reskilling HR is Urgent/Important (3rd highest) 2014 Deloitte Human Capital Trends Report 74% Copyright © 2014 Deloitte Development LLC. All rights reserved
  • 39. The Five Personalities of the HRBP 39 Business Player (Co-responsible for business success) Professional Partner (using expertise to shape direction) Enabler of HR Governance (Holding the line on functional policy & principles) Functional Broker (Manage interface between business and functional resources) Independent Leader (Challenging the business and the function)
  • 40. Typical HRBP Development Programy A Business Partner Development Program 40 Competency Framework for future HRBP role Pre-assessment Pre-work Core training programme Self Further Learning assessment Participant self assessment against the competency framework, to inform PDP and further learning modules Competency framework shared with participants, opportunity to reflect on individual learning needs prior to training session Participants keep an active log of development needs against core competencies Further learning identified in line with core competency areas for development HRLT have opportunity to reflect on learning needs of participants based on agreed competency framework
  • 41. Competency Frameworks Analysis Analysis of the existing competency frameworks – focusing on the competencies required of an HR Business partner. Serving the Client Retaining the Client Managing the Practice Implementing Following Through Understanding the Market Creating a Vision Building the Market Developing Commitment Making Decisions Reward Talent Management People Relations Achieving Results Team Playing Change Management HRIM Business skills (Functional Broker) Commercial Effectiveness (Business player) Personal and interpersonal skills (Professional Partner) Governance skills (Enabler of HR Governance) Leadership and People Management Skills Team work and collaboration Managing risk Commercial acumen Managing people Business and client understanding Stakeholder management Results orientation Project and programme management Talent Management Relationship management Analytics Change management Communication Negotiation /Influencing and Coaching skills Policy , process and HR legislation Key : Deloitte HRBP Leading practice examples Global Leader Framework ICS Competency Framework HR Client Service competency framework Inspirational Leadership Performance Drive Competitive Edge / Innovation Collegiality Candor Strategic Direction Talent Development Influence Quality, Ethics and Integrity Motivational Potential People Potential Intellectual Potential Change Potential Mobility
  • 42. Value of Bringing HRBP Close to the Business Impact of HR Being Close to the Business Attracting top talent 1.40 1.20 1.00 0.80 0.60 0.40 0.20 0.00 -0.20 -0.40 Assessing and selecting the right candidates Onboarding new staff Aligning and setting expectations and goals Coaching and developing people Managing performance problems Identifying and developing leaders Supporting employee engagement Making smart decisions about the direction of our company Operates efficiently and keeps costs Clearly communicating the company strategy lower than competitors Wins over the competition in the Creates new products/services more NQuickly than competitors Adapts to market changes faster than competitors Improves processes to maximize Responds to customer needs quickly Meets or exceeds customers expectations Overall leadership capability efficiency market Close to business Not close to business “HR Close to Business” companies reported 21% higher profit than average
  • 44. Benefits & Compensation Hiring Recruiting E-Learning Performance Talent Integrated TM Solutions Systems of Engagement Evolution of HR Systems M A R K E T G R O W T H - A D O P T I O N Back Office on-premise ERP Benefits Administration Compensation HRIS Applicant Tracking Recruiting Sourcing SaaS and Cloud Learning Management Integrated Talent Mgmt Performance Management Succession Management Competency Management “Systems of Integrated Engagement” Recruiting Social Recognition Talent Analytics End to End Suite ERP and HRMS Integrated Mobile and Tablet, HTML5 Analytics Segmentation Prediction Consumer User Interfaces Integrated into Work 2 0 0 0 P R O G R E S S I O N O V E R T I M E 2 0 1 2
  • 45. Delivers Full Suite of Talent Offerings Has Full Suite of Talent Offerings Attracting top talent 1.20 1.00 0.80 0.60 0.40 0.20 0.00 -0.20 -0.40 -0.60 Assessing and selecting the right candidates Onboarding new staff Aligning and setting expectations and goals Coaching and developing people Managing performance problems Identifying and developing leaders Supporting employee engagement Improves processes to maximize efficiency Responds to customer needs quickly Meets or exceeds customers Overall leadership capability Clearly communicating the company strategy Making smart decisions about the direction of our company expectations Adapts to market changes faster than competitors “Full Suite of Talent” Has full suite Does not have full suite companies reported 25% higher profit than average
  • 46. Analytics Drives Results Today, 14% of HR ORGANIZATIONS believe they “regularly use data to make talent and HR strategy decisions”… …and these organizations, are… 2X as likely to believe they are excellent at selecting the right candidates 2X as likely to believe they are delivering a strong leadership pipeline Copyright © 2014 Deloitte Development LLC. All rights reserved Generating 30% higher stock returns than the S&P 500 over the last three years 3X as likely to believe they are efficiently operating HR
  • 47. Copyright © 2014 Deloitte Development LLC. All rights reserved 44% 42% 36% 31% 30% 28% 23% 22% 35% 55% 72% 72% 72% 64% 81% 94% 94% 75% 94% 81% HIHR Overall Manages budget Advice to leadership Impacts organization success Supports organizational agility Meets internal goals Adapts to changing strategy Reputation for smart decisions Operates efficiently Provides effective services Adapts to changing employee needs +52% +59% +58% High-Impact HR Teams Outperform
  • 48. Bottom Line: High Impact HR Practices A more “distributed” and “intelligent” approach to HR drives greater impact 1. Deep expertise and specialization in roles 2. Embedded HR business partners with empowered authority 3. Networks of Expertise coordinated by Centers of Expertise 4. Coordinated decision-making through frameworks and standards 5. COE’s functioning as collection and integration, not only innovation 6. Standardized infrastructure and vendors 7. External intelligence, research, and sharing of models and best practices 8. Training and continuous development of HR team 9. Data transparency and analytics 10. A Bold CHRO Copyright © 2014 Deloitte Development LLC. All rights reserved
  • 49. • 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 publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. • Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. • About Deloitte As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about 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. 36 USC 220506 Member of Deloitte Touche Tohmatsu Limited