Talent Management System (TMS) a 2020 Model

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2. 2 Thousands of organizations around the world use the Baldrige Excellence Framework to improve and get sustainable results. Those recognized as national role models receive the Malcolm Baldrige National Quality Award, a Presidential award. More than 100 recipients have broadly shared their best practices with others. Through that sharing, many thousands of organizations have improved their operations and results, and thus their contributions to the U.S. and global economy. This is especially timely for healthcare as competition for patients increases (internally & externally), enhanced regulatory compliance, and changes in payor mix & reimbursement impacting top line revenue & net income (or loss). Baldrige has a simple purpose. The purpose of the Baldrige framework is simply to help our organization—no matter its size or the types of health care services we offer —answer three questions: 1. Is our organization doing as well as it could? 2. How do we know? 3. What and how should the organization improve or change? By challenging ourselves with the questions that make up the Health Care Criteria for Performance Excellence, we explore how we are accomplishing what is important to our organization. The questions (divided into six interrelated process categories and a results category) represent seven critical aspects of managing and performing as an organization: 1. Leadership 2. Strategy 3. Customers (aka Patients) 4. Measurement, analysis, and knowledge management 5. Workforce 6. Operations 7. Results. Baldrige promotes a systems perspective. A systems perspective means managing all the components of our organization as a unified whole to achieve ongoing success. The system’s building blocks and integrating mechanism are the core values and concepts, the seven interrelated Health Care Criteria categories, and the scoring guidelines. The Baldrige Model of Performance Excellence: A 2020 Model – Executive Summary “I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results.” —Jim Collins, author of Good to Great: Why Some Companies Make the Leap . . . and Others Don’t.

3. 3 A focus on core values and concepts. Baldrige is based on a set of beliefs and behaviors. These core values and concepts are the foundation for integrating key performance and operational requirements within a results-oriented framework that creates a basis for action, feedback, and ongoing success: • Systems perspective • Visionary leadership • Patient-focused excellence • Valuing people • Organizational learning and agility • Focus on success • Managing for innovation • Management by fact • Societal responsibility and community health • Ethics and transparency • Delivering value and results A focus on processes. Processes are the methods our organization uses to accomplish its work. The Baldrige framework helps us assess and improve our processes along four dimensions: 1. Approach: How do we accomplish your organization’s work? How effective are our key approaches? 2. Deployment: How consistently are our key approaches used in relevant parts of our organization? 3. Learning: How well have we evaluated and improved our key approaches? How well have improvements been shared within our organization? Has new knowledge led to innovation? 4. Integration: How well do our approaches align with our current and future organizational needs? How well do our measures, information, and improvement systems complement each other across processes and work units? How well are processes and operations harmonized across our organization to achieve key organization-wide goals? The Baldrige Model of Performance Excellence: A 2020 Model – Executive Summary “I honestly in my heart believe that because we participated in the Baldrige Program and because it gave us that consistent feedback, there are people who are alive today who wouldn’t have been had we not been so committed to the Baldrige process.” —Rulon Stacey, former president/CEO, Baldrige Award recipient Poudre Valley Health System.

4. 4 A focus on results. The Baldrige framework leads us to examine our results from three viewpoints: the external view (How do our patients, other customers, and other stakeholders view us?), the internal view (How efficient and effective are our operations?), and the future view (Is our organization learning and growing?). In Baldrige, results include all areas of importance to our organization. This composite of measures ensures that your strategies are balanced—that they do not inappropriately trade off among important stakeholders, objectives, or short- and longer-term goals. The Baldrige framework helps us evaluate our results along four dimensions: 1. Levels: What is our current performance on a meaningful measurement scale? 2. Trends: Are the results improving, staying the same, or getting worse? 3. Comparisons: How does our performance compare with that of other organizations and competitors, or with benchmarks or industry leaders? 4. Integration: Are we tracking results that are important to our organization and that consider the expectations and needs of our key stakeholders? Are we using the results in decision making? A focus on linkages. The linkages among the Health Care Criteria categories are an essential element of the systems perspective provided by the Baldrige framework. Some examples of these linkages are: • The connections between our processes and the results you achieve; • The need for data in the strategic planning process and for improving operations; • The connection between workforce planning and strategic planning; • The need for patient, other customer, and market knowledge in establishing our strategy and action plans; and • The connection between our action plans and any changes needed in our work systems. A focus on improvement. The Baldrige framework helps us understand and assess how well we are accomplishing what is important to our organization: how mature and how well deployed our processes are, how good our results are, whether our organization is learning and improving, and how well our approaches address our organization’s needs. The Baldrige scoring guidelines are based on the process and results dimensions described above. Tactically, Baldrige’s Workforce Focus (Environment & Engagement) can be translated into a Talent Management System (TMS) -- a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve. The Baldrige Model of Performance Excellence: A 2020 Model – Executive Summary

5. 5 Our TMS supports & helps enable our: (1) employment brand & organizational communications; (2) talent management / workforce planning; (3) recruiting; (4) onboarding; (5) alignment of culture, strategy, execution; (6) performance management; (7) Learning Management System (LMS) – Training: 360° assessments; executive coaching; leadership development; professional development; training; career-pathing & development, team development; (8) recognition programs; (9) compensation; (10) succession management; (11) diversity / inclusion; (12) employee engagement; (13) competencies; (14) retention; (15) avoidance of third-party intervention (non-organized settings) OR labor-management partnership (LMP) (organized settings); (16) HR technology; (17) workflow analysis; (18) HR metrics, scorecards, analytics; (19) HR compliance; (20) HR Best-Practices; (21) OSHA, emergency preparedness; (22) tax credits; (23) fun. Our TMS leverages leading best practices, including: (a) Organizational Development (OD) (e.g., validating Mission, Vision, Values, culture & change management, strategic & tactical planning, development of organizational processes, systems, structures, governance models, retreat design & facilitation, organizational assessment & redesign, work climate assessment, process analysis & redesign, program evaluation, curriculum development, technology solutions, programs, projects, & cascading tasks & activity, Lominger toolset), (b) Performance Excellence (PE) through the Malcolm Baldrige National Quality Award. Our TMS has been custom tailored; it is not “one size fits all.” Our TMS is a key component of our performance excellence strategy, and includes our Mission, Vision, and Values, business goals, the voice of our customers (BtoB & BtoC, employees, shareholders), mindful of our organization’s progress & challenges, the regions in which we compete, the competition (internal and external), industry best practices, and our organization’s history, culture, & leadership. We celebrate our history and progress to date, we’ll identify our goals, resources, and metrics, and put in place what’s missing, needed, & affordable (with a return on investment mindset). Focus on what’s “good” that should be “great,” & continue the journey to a sustainable culture of continuous learning, and performance excellence as the “Provider of Choice” & “Employer of Choice.” Our TMS Framework Supports Category 5, and has six tactical pillars: (1) Plan, (2) Attract, (3) Develop, (4) Perform, (5) Retain, and (6) Optimize. Additional business functions include: (1) Validating Mission, Vision, and Values, (2) Strategic & Tactical Planning Options – e.g., Balanced Scorecard, (3) Budget Planning Model, (4) Enterprise Risk Management Framework (COSO), (5) Mergers, Acquisitions, Integration, and Divestitures Framework (M&A), (6) Confirming our Performance Excellence Strategy – e.g. Baldrige, (7) Patient Service Framework, and an (8) Execution Framework. Talent Management System (TMS) A 2020 Model – Executive Summary

7. 7 The Baldrige Model of Performance Excellence: A 2020 Model – Executive Summary

10. 10 http://brandonhall.com/services.php http://brandonhall.com/services-plan.php http://brandonhall.com/services-assess.php Talent Management System (TMS) A 2020 Model – Executive Summary

11. 11 http://brandonhall.com/services.php http://brandonhall.com/services-develop.php http://brandonhall.com/services-perform.php Talent Management System (TMS) A 2020 Model – Executive Summary

12. 12 http://brandonhall.com/services.php http://brandonhall.com/services-retain.php http://brandonhall.com/services-optimize.php Talent Management System (TMS) A 2020 Model – Executive Summary

33. 33 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials” Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems Trend 7: The Leadership Market Will Start a Steady Process of Reinvention Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time Trend 10: The Future of Work is Here and HR Is in the Hot Seat TMS Components – 2020 Trends

37. 37 Talent Management System (TMS) © 2018 Bersin by Deloitte Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere TMS Components – 2020 Trends The Symphonic C-Suite: Teams Leading Teams The Workforce Ecosystem: Managing Beyond the Enterprise

38. 38 Talent Management System (TMS) © 2018 Bersin by Deloitte Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere TMS Components – 2020 Trends New Rewards: Personalized, Agile, and Holistic From Careers to Experiences: New Pathways

39. 39 Talent Management System (TMS) © 2018 Bersin by Deloitte Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere TMS Components – 2020 Trends The Longevity Dividend: Work in an Era of 100-Year Lives Citizenship and Social Impact: Society Holds a Mirror

40. 40 Talent Management System (TMS) © 2018 Bersin by Deloitte Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere TMS Components – 2020 Trends Well-Being: A Strategy & a Responsibility AI, Robotics, and Automation: Put Humans In the Loop

41. 41 Talent Management System (TMS) © 2018 Bersin by Deloitte Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere TMS Components – 2020 Trends Hyper-Connected Workplace: Will Productivity Reign? People Data: How Far is Too Far?

42. 42 Talent Management System (TMS) © 2018 Bersin by Deloitte Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere Solutions: TMS Components – 2020 Trends

43. 43 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere Solutions:  Break functional groups into teams—teams focused on product releases, customers, markets, or geographies.  Teams should be smaller, flatter, and more empowered—and leaders should focus on hands-on leadership, not leadership from behind a desk.  Redesign of your organization does not mean doing a spans and layers analysis; it means looking at the way work gets done, studying the organizational networks you have (using organizational network analysis), and then designing work to support cross-functional success. In most cases, it means making teams smaller, creating more open office spaces, creating new cross-team roles, and often changing functional leadership.  Formally create small team structures (Jeff Bezos famously stated: “… if the team needs more than two pizzas for lunch, it’s too big.”)  Radically reduce the number of job levels to incent people to strive for results and learning, not just promotions, moving job to job.  Change reward systems to reward team success, not just individual success.  Redesign goal management, so that goals can be updated quarterly, not annually, and goals are transparent and shared publicly.  Promote young professionals into leadership early, so they can rapidly contribute to team success.  Teach managers to manage “projects” not “people” (WL Gore).  Provide “career coaches” and “sponsors” instead of “managers” to help people to grow.  Create always-on learning, and a culture of exploration and discussion to enable continuous invention.  Sponsor hackathons and other collaborative development programs to let people at all levels contribute.  Implement information systems that deliver real-time dashboards and reports, so that all teams can operate with the same insights and perspectives Read: Team of Teams, The Silo Effect, and Reinventing Organizations, describe how organizations will be structured in the future. TMS Components – 2020 Trends

47. 47 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 1: Organizational Design (e.g., “The Organization of the Future”) Will be Challenged Everywhere Solutions: TMS Components – 2020 Trends Embrace the speed of change: Understand how strategy, connectedness, customers, and talent pools are all changing as part of the digital transformation. Make talent mobility a core value: Require executives to move from function to function so that they understand the new, more agile career model. Build in processes to support team fluidity so that team members can quickly return to their home base or move to a different team once a project is done. Form an organizational performance group: Ask the group to interview, analyze, and study how high-performing teams, projects, and programs actually work. Examine new communication tools: Consider technologies like Workplace, Slack, Basecamp, Asana, Trello, Workboard and implement what makes sense (cents). Adopt continuous, feedback-based performance management system: Regular feedback empowers people to reset goals continuously, change projects, and feel rewarded for their “work,” not just their “job.” Employee survey tools give managers immediate input on their own performance, boosting transparency. Cognitive transformation: Leaders need to think differently Behavioral transformation: Leaders need to act differently Emotional transformation: Leaders need to react differently Rethink the organization’s leadership model: The new model should include the concepts of innovation, growth, inclusion, teamwork, and collaboration. Identify the likely digital leaders in the organization: Determine who can be the investors, pioneers, and transformers. Then train them to understand these opportunities. Ensure accountability: Identify the person or group responsible to the C-suite and board for building leaders as part of the business strategy. Promote younger people into leadership much faster: Give them the opportunity to learn on the job and the flexibility to lead teams and projects with support from senior leaders. Use them as reverse mentors to help senior executives learn about technology, work practices, and the culture of younger employees. Foster risk-taking and experimentation through leadership strategy: Leadership programs must be interdisciplinary and focus on new product and service innovations, encouraging risk-taking and experimentation as people develop new skills. Move beyond traditional leadership training: Instead, focus on leadership strategy, with an emphasis on culture, empowerment, risk-taking, knowledge sharing, exposure, matrix management, and building talent as guides. Bring in external leaders and rethink your leadership vendors; many are steeped in old models and traditional leadership thinking.

51. 51 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities Solutions:  Your culture is now transparent. Thanks to websites like Glassdoor, LinkedIn, Twitter, and Facebook, employees are regularly talking about your company’s culture in a public way. When customers or employees are upset, people find out about it. So your culture has become an integral part of your brand which, in turn, impacts your ability to hire, the type of people who come to work for you, and the brand you convey to customers.  Culture brings teams together. As your company operates more and more like a network of teams (regardless of what your organizational chart looks like), culture is what brings it all together. If you look at the published best places to work and highest- performing companies on the S&P 500, you commonly find companies with a strong, well branded culture. Quicken Loans, for example, ranked as one of the best places to work and a company that is continuously disrupting the mortgage loan market, has an entire book designed for culture, called the. This cartoon book is filled with examples, stories, and customer behaviors that the company considers its sacrosanct culture.  Culture creates innovation. When a company has a clearly defined culture (whatever that may be), it offers employees a sense of security and freedom— they know what to expect. Today’s organizations cannot succeed in silos—so people who “fit the culture” and feel comfortable communicating throughout the company also tend to be most effective as individuals. Such a transparent and open environment can only happen when people feel authentic, included, and respected. All of these qualities come from a strong, reinforced, and well-documented culture. Even if your culture is one of “up or out” and “make your numbers or die,” communicating it clearly should bring clarity and freedom to people—and help your managers understand their roles in pushing forward the organization.  Read: ISM’s of Quicken Loans. TMS Components – 2020 Trends

52. 52 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities Solutions:  Employee engagement, which is an individual employee’s reaction to your work culture, is more of a challenge than ever. Hundreds of studies have shown that highly engaged employees are more productive, deliver better customer service, are more innovative, and are more likely to stay at your organization. In today’s dynamic, always-on world of work, how do we keep engagement high?  Adopt “always-on” listening tools to monitor engagement.  Pulse surveys.  Exit interviews.  Stay interviews.  Open anonymous networking tools.  Build a “feedback-rich culture.”  Adapt management practices to the demands of the modern, multigenerational workforce  Leaders are sharing feedback after every major company change and they are conducting open meetings to encourage people to speak up. TMS Components – 2020 Trends

55. 55 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 2: Culture, Employee Engagement, and Employee Experience Remain Top Priorities Solutions: TMS Components – 2020 Trends  Elevate the employee experience and make it a priority: Recognize that the integrated employee experience is as valuable and can have as much (or more) of an impact as the customer experience strategy. Articulate a differentiated employee experience, and ensure it coordinates all aspects of the work, workplace, and workforce experience. Include the concepts of wellness and well-being in your strategy.  Designate a senior leader or team to own it: Assign a senior leader for employee experience and orchestrate the functions of engagement, learning, career development, organizational design, analytics, and culture into a coordinated team so that HR can focus on the entire employee experience. Programs such as leadership development, performance management, workplace design, and rewards now fall into the domain of the integrated employee experience.  Embrace design thinking: Study, listen to, and learn what employees are doing every day and discover new ways to simplify work and improve productivity, performance, and engagement. Develop employee personas and use them to develop journey maps.  Look outside: Use information from Glassdoor, LinkedIn, and others to spot areas of opportunity and weakness. Visit peer companies and look for fresh ideas about how to redesign the employee experience. Investments in benchmarking generally pay for themselves many times over in productivity and a reduction in turnover.  Enlist C-suite and team leader support: The involvement of senior executives and team leaders is critical, as daily management and engagement impact the overall employment brand. Senior leaders can be accountable for the employee experience through goals, rewards, and other performance programs.  Consider the impact of geography: Even though the trend is global, successful approaches will vary by geography. International companies should understand cultural differences in how employees perceive the work experience. Cultures that are more collective or group-focused require different engagement programs than those that are more individual-focused.  Measure it: Move beyond annual or biannual engagement surveys to regular pulse surveys and open feedback systems. Use candidate interviews, stay interviews, ongoing performance conversations, and exit interviews as ways to build a complete, real-time understanding of the issues your employees face. Consider instituting an employee net promoter score, which yields one number on the value of the employee experience that can be regularly measured and tracked.

57. 57 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity Solutions:  Driven by the need to understand and improve engagement, and the continuous need to measure and improve employee productivity, real time feedback and analytics will explode.  For 2020, I think it is critical for companies to build a strategy to automate and instrument your entire range of employee experiences—and develop what I like to think of as a “feedback architecture.” TMS Components – 2020 Trends

58. 58 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 3: Real-Time Feedback and Analytics Will Explode in Maturity Solutions:  Invest at a senior level in people analytics: The function should provide global support, not just technical analysis, and requires CHRO and senior executive support, technical resources from IT, and a strong business-focused leader.  Establish clear leadership: A single team and leader should own the initial stages of an analytics effort, even if that capability eventually becomes decentralized.  Prioritize clean and reliable data across HR and the organization: Analyses are only as good as the data fed into tools and software. Working with consistent, timely, and accurate data is foundational to all analytics practices. Take concrete steps to ensure that data quality is a part of every analytics discussion. Educate HR’s stakeholders and implement data governance programs to clean and maintain data accuracy and consistency across HR and operational data stores.  Understand that analytics is multidisciplinary: Bring together a multidisciplinary group from across the organization, not just PhDs and statisticians. Technical analysis is only a small part of the function. Data function, data quality, business knowledge, data visualization, and consulting skills are all critical to success.  Increase analytics fluency throughout the organization: Regardless of whether the analytics customers do the analysis themselves or have specialists supporting them, training for both HR and other business functions will be critical to operating at scale. Identify a curriculum or other partner to help with education, implementation of standard tools, and standardization of reports and dashboards.  Develop a two- to three-year roadmap for investment in analytics programs: This investment is aimed at building a new business function for the company, not just a technical team within HR.  Focus on actions, not just findings: To provide value, the analytics team must translate information into solutions, and stakeholders must take action.  Integrate HR, organizational, and external data: Advanced people analytics programs increasingly rely on the intersection of data from HR, operations, and external sources. Organizations require a data strategy that encourages the integration and use of structured and unstructured data from internal and external sources. TMS Components – 2020 Trends

60. 60 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions. Solutions:  Today, driven by the power of innovation, dozens of new companies are trying to reinvent the performance management tools market. These companies are not just creating things from scratch—they are responding to a huge gap in the market.  Over the last 15 years, companies have shifted from a very top-down, process-driven approach to employee performance management (and annual appraisals) to a much more agile, continuous, feedback based approach. Much of this is driven by the need to engage and empower young demanding employees, but much is also driven by a shift in management thinking.  All of these changes, plus a trend away from forced rankings and numeric ratings, have essentially created a whole new market for performance management systems. This revolution is still in its early phases, with most companies implementing things like regular check-ins, OKR (objectives and key results) or agile goal practices, continuous coaching, and even models in which employees have one “sponsor” and another “project manager.”  As Figure 9 illustrates, we are in a new world of management. Employees want to be “empowered” and “inspired,” not told what to do. They want to provide feedback to their managers, not wait for a year to receive feedback from their managers. They want to discuss their goals on a regular basis, share them with others, and track progress from peers. TMS Components – 2020 Trends

61. 61 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions. Solutions: TMS Components – 2020 Trends

62. 62 Talent Management System (TMS) © 2017 Bersin by Deloitte TMS Components – 2020 Trends Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions. Solutions:

63. 63 Talent Management System (TMS) © 2017 Bersin by Deloitte TMS Components – 2020 Trends Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions. Solutions:  Identify a strategy and philosophy for PM: What is the organization trying to achieve through a new PM system? How can it best be aligned with business strategy? What approach will develop leaders most effectively? Instead of cascaded goals that lock employees into a set of activities, consider a more flexible, agile, transparent approach to goal setting.  Look to peers: Identify companies in the industry or region that are leading the PM revolution and that face comparable challenges, dynamics, and opportunities.  See what is working: Among peers that are experimenting with PM, identify the design elements, tools, and processes that are most effective for them. Internally, study high-performing individuals, teams, and leaders to find ways to incorporate their practices throughout the rest of the organization.  Tailor PM to strategic and organizational needs: The core principles of check-ins, agile goal setting, and frequent feedback are becoming common around the world. But some companies still want formal reviews, numeric ratings, and development plans. Organizational culture takes years to change, so companies should adopt new practices at a speed that works for the business.  Upskill managers in coaching skills: Continuous feedback for employees is a critical feature of the new PM paradigm, yet managers often need help learning how to be full-time coaches rather than part-time evaluators. Companies adopting a new PM approach should focus heavily on leadership development, building new “muscles” in managers, and creating discipline around feedback, coaching, and collaboration.  Put it all together: Determine how changes to PM will inform the organization’s rewards, promotion, and succession processes. Approach this from the employee experience perspective.

64. 64 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 4: A New Generation of Performance Management Tools Will Emerge, and a Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership Solutions. Solutions: TMS Components – 2020 Trends

65. 65 Talent Management System (TMS) © 2017 Bersin by Deloitte TMS Components – 2020 Trends Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials” Solutions: Assess Culture Fit, Leadership Skills, and Technical Skills through interviewing, “in-basket” exercises, panel interviews, structured interviews Leverage new technologies: The world of recruiting is becoming a digital experience— perhaps leading the pack among the rest of HR processes—as candidates come to expect convenience and mobile experiences. Explore the value of cognitive tools, video, and gaming, especially when they build on social networks and the cloud.  Build a digital employment brand: Everything an organization does in the digital and socially networked world affects candidates’ decision to work there. Be sure to monitor and align messaging across sites and experiences. Create a compelling candidate experience: Put yourself into the candidates’ shoes: What is unique about your organization that can add richness to the candidate experience? What qualities both set your company apart and make it more attractive to candidates? Broaden and expand sourcing channels: Open up talent pipelines to nontraditional sources. Think about how best to source and recruit for the many types of talent needed, both on and off the balance sheet, including full- and part-time employees, freelancers, gig workers, and crowds. Integrate sourcing: Talent acquisition sourcing should be connected across HR, business, procurement, IT, and other functions. Move beyond silos toward coordinated talent sourcing channels.

66. 66 Talent Management System (TMS) © 2017 Bersin by Deloitte TMS Components – 2020 Trends Trend 5: Talent Acquisition Will Focus on Culture Fit, Leadership Skills, Technical Skills Instead of Just “Credentials” Solutions:

67. 67 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems Solutions:  HR organizations now have to learn how to “be digital,” not just “buy digital products.” Just as many digital disruptors have toppled businesses in travel, retail, and other industries, we should essentially “topple” our HR thinking with the adoption of digital solutions.  Digital solutions in HR (and learning) mean several things:  Hackathons and MVP (minimal viable products) work to get new apps and programs out the door quickly, with iterative improvement over time. Add new apps and solutions much more quickly.  Adoption of digital tools and design. We need to become very good at building digital apps, creating well-designed user experiences, and using the tips and techniques of gamification, behavioral economics (nudges), and analytics in HR.  Increasing transparency. Rather than fight or hide things from employees, we have to think “what if we share this and let people comment and rate things” instead.  Standardizing platforms. In many ways, HR itself is a “platform”—we provide services, tools, information, and data to managers and employees all day. We have to think about ourselves as a team of centers of excellence (or a network of excellence) built on one standard HR Platform, with real-time data for all.  Bringing heterogeneous platform experiences together. No matter how hard you try, it is nearly impossible to standardize on one technology vendor for all of your HR services. The idea of an HR portal has been around for decades, but today with mobile needs and dynamic workers, we need a better solution. An effective option is to build an integrated employee experience platform, one built on apps and an integrated backend.  Moving HR teams around. Just as a business would provide job rotation, experiential learning, and exposure to new leaders, we should do the same in HR. Digital business means always being able to “pivot”—move people into new jobs—and that often means into and out of HR. HR business partners should have business rotations and business leaders should rotate into HR as well.  Data-driven everything. Analytics is no longer a “good idea” for HR—it is now mandatory. Effective digital HR means you have good data; you have an analytics team; your systems are integrated and cleaned up; and you can find accurate information quickly. Without this data “platform,” you will likely fall behind the rest of the business and decisions may be made too slowly. TMS Components – 2020 Trends

68. 68 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems Solutions:  Redefine your mission: HR today must define its role as the team that helps management and employees rapidly transform and adapt to the digital way of thinking. Familiarize yourself with networked organization structures, organizational network analysis, and digital leadership models.  Upgrade core technology: Replace legacy systems with an integrated cloud platform for a sound digital infrastructure. Upgrade old tools for learning, recruiting, and performance management, and bring in systems that are easy for employees to use.  Develop a multiyear HR technology strategy: In today’s rapidly changing HR technology world, it’s important to build a multiyear strategy that includes cloud enterprise resource planning (ERP) platforms, apps, analytics, and a range of tools for AI, case management, and other solutions.  Build a digital HR team: Dedicate teams to explore new vendor solutions and build others, and consider AI solutions to improve service delivery, recruiting, and learning. Companies such as RBC and Deutsche Telekom now have digital design teams in HR that work with IT to design, prototype, and roll out digital apps.  Organize HR into networks of expertise with strong business partners: Rethink your HR organization model to focus efforts on the employee experience, analytics, culture, and the new world of learning. Make sure these teams communicate well: High-performing HR teams share leading practices and know what the other teams are doing.  Make innovation a core strategy within HR: Push yourself to reinvent and innovate in every people practice. Many organizations are now using new performance management practices built around design sessions and hackathons. Investigate new innovations in recruiting, including using data to find people who resemble high performers in the company.  Rotate younger people into the HR profession: Regularly rotate people from the business into and out of HR, use innovation teams to reverse-mentor senior leaders, and recruit new MBAs to bring people with analytics skills into the profession.  Benchmark: Visit other companies to see what they are doing. HR teams can bring in outside speakers, join research membership programs, and continually look for new ideas to foster innovation. Today’s leading practices come from innovative ideas developed around an organization’s culture and business needs, not a book. TMS Components – 2020 Trends

69. 69Aggregated Data. © 2016 Career Builder, Matt Ferguson, Brandon Hall, SHRM, PeopleFluent. Talent Management System (TMS) Trend 6: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems Solutions: TMS Components – 2020 Trends

71. 71 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 7: The Leadership Market Will Start a Steady Process of Reinvention Solutions: HR organizations now have to learn how to “be digital,” not just “buy digital products.” Just as many digital disruptors have toppled businesses in travel, retail, and other industries, we should essentially “topple” our HR thinking with the adoption of digital solutions.  Millennials are now leaders (more than 50 percent of them have four or more direct reports) and our new research shows that they do not aspire to “mimic” the styles of older senior leaders. So they are essentially reinventing the role.  Many large companies continue to lag in their investments in new leaders. Most Millennials believe that they are not getting the development they need and only 15 percent of companies believe they have a strong Millennial-focused leadership program.  Our newest research on high-impact leadership shows that formal training tends to be the least valuable way to build leaders—a focus on culture, exposure, organizational context, and continuous feedback and coaching is needed. Fewer than 10 percent of companies have reached Level 4 in our new Leadership Maturity Model, so we have a lot of work to do. (This really makes a difference—companies that adopt a “systemic leadership” approach—Level 4 Maturity—are generating 37 percent higher revenue per employee and are 9 percent more profitable.)  “Digital leadership,” which represents the way we manage companies in the new digital era, is different. Our research shows that highly effective companies today focus on agility, team-centric performance, rapid talent mobility, continuous learning, and pushing to deliver products faster in a more iterative way. The older models of leadership in which leaders were expected to set strategy and lock down goals are simply not keeping up. So many of the traditional leadership models are being reinvented TMS Components – 2020 Trends

73. 73 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority. Solutions:  The topic of diversity has been on the HR agenda for decades. Once considered a compliance program, it has now become a business strategy. In fact, CEOs and company brands are now impacted by an organization’s gender and racial diversity; the topic of unconscious bias has become front of mind; and companies like Google and Facebook are now sharing their internal tools to help others to deal with the issue. Airbnb posted a manifesto44 on the topic, focusing on hosts as well as their internal operations.  In the U.S., more than 55 percent of college graduates are now women, so the issues of gender pay parity, and women in engineering and leadership are top of mind. All of our research has now proven that diverse teams, an inclusive environment, and gender equality in pay and leadership actually lead to higher-performing companies.  New software from Success Factors now detects bias in job descriptions, interview forms, and other employment-related programs. AI software from HireVue can now detect the age and race of all job candidates from video interviews, and then point out hiring and staffing bias among different managers or teams. Deloitte Australia is now piloting a tool to detect unconscious bias in behavior and other programs, and has now published ways to “nudge” people to be less biased in their people decisions.  In 2017, HR organizations need to put this topic high on the agenda—and make sure that your organization is capturing the right information, sharing it formally, and developing a holistic inclusion and diversity program which touches all of your talent practices.  Interestingly, if you look at the financial performance of these “highly inclusive” companies, it stands out clearly. Our research shows that most “highly inclusive organizations”:  Generate 2.3 times more cashflow per employee  Generate 1.4 times more revenue  Rate themselves 170 percent better at innovation  180 percent better in their ability to adapt to change  120 percent more capable of meeting financial targets  So the bottom line is pretty simple—building an end-to-end inclusion focus (including sourcing, hiring, assessment, development, leadership selection, compensation, and career progression) is just good business. TMS Components – 2020 Trends

74. 74 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 8: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority. Solutions:  Ensure that top leadership understands the importance of diversity: Share research on the value of inclusion to build consensus at the organization’s highest levels. Then hold top leaders accountable through metrics and transparent reports on diversity in promotion, hiring, and compensation.  Use technology and data to identify problems and measure progress: Analytics can now help in identifying patterns of gender and racial bias, disparities in compensation and rewards, and bias in hiring and promotion. Tools to anonymize resumes and help training managers remove bias should become part of the diversity effort.  Move beyond HR: Consider diversity and inclusion as part of the corporate infrastructure, just like compliance, IT, and security; it must be practiced by everyone and owned by all line leaders. Diversity and inclusion is a business responsibility, not an HR responsibility.  Consider global differences: Geographic diversity is increasingly important as more organizations become global. The specific challenges for diversity and inclusion will likely vary widely from region to region, and employees’ interests and concerns in different regions will likely differ as well. TMS Components – 2020 Trends

76. 76 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time. Solutions:  Today, we see learning produced by thousands of expert-authored video with increasing levels of entertainment, interactivity, and assessment (e.g., Coursera, EdX, NovoEd, Udacity, Udemy, lynda.com, Skillsoft, Grovo…)  Workday Learning, Oracle’s video learning platform, SAP Jam, SumTotal’s new platform, Saba, Cornerstone OnDemand, and fast- growing companies like Grovo and now LinkedIn Learning (a whole new platform which integrates LinkedIn with all the lynda.com content) are coming to market. Innovative companies like Degreed, Pathgather, and Edcast are now building “learning experience” systems that sit in front of the LMS, making the entire experience far more integrated and compelling.  Evaluate internal mobility: Study existing patterns of career mobility and begin more aggressive programs, including developmental and rotational assignments and professional development programs.  Review job architecture: Be sure it is as nimble and streamlined as possible to support the new career models of the future.  Build a culture of hiring from within: Hold managers accountable for training and supporting internal candidates in new roles.  Track learning metrics: Track activity leading to outcomes.  Refocus Learning: Move away from training toward curation, culture, and bringing people together.  Rethink Learning Infrastructure: For many companies, this will mean moving away from LMS toward a learning-centric model.  Rethink the Corporate University: Invest in a place to bring people together for cross-functional and interdisciplinary programs in addition to great learning.  Manage the employment brand: Tools such as Glassdoor & Womply keep metrics on whether a company provides opportunities for career growth. Potential candidates can evaluate these ratings and may avoid organizations that do not consistently offer opportunities. TMS Components – 2020 Trends

77. 77 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time. Solutions: TMS Components – 2020 Trends

78. 78 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 9: The L&D Function Will Continue to Struggle, But Careers & Learning Must Be Real Time, All the Time. Solutions: TMS Components – 2020 Trends

80. 80 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 10: The Future of Work Is Here and HR Is in the Hot Seat. Solutions:  Consider how the core work actually gets done: Challenge the organization to rethink not only what work needs to be done, but to consider the range of talent segments and technologies that can be used, in combination, to best complete that work.  Identify all human workforce segments: This includes those both inside and outside the company, different models of contractors, the crowd, and competitions. Talent platforms are growing rapidly in scale; understanding how they can augment full-time workforces is a key capability for managers in both HR and business.  Examine all types of nonhuman workforces: This includes the entire array of robotics, cognitive, and AI technologies to augment human workers, leveraging the power of machines to accomplish an increased number of tasks. Partnering with the business, HR can help lead the redesign of work arising from rapid changes in robotics and AI.  Redesign multiyear strategic and annual operational workforce planning: Consider separating multiyear strategic work, workforce, and workplace planning—which combs new talent segments and technologies to develop specific future scenarios for the workforce—from annual operational workforce planning.  Collaborate across functions to plan and implement new work and workforce solutions: Ensure that the new scope of the augmented workforce aligns with business strategy and involves full participation of business, HR, and other corporate functions. This will likely require experimenting with new ways of working and coordinating across organizational silos.  Invest in critical human skills for the future workforce: Problem solving, creativity, project management, listening, and moral and ethical decision making are all essentially human skills that every organization needs—now and in the future. When planning the future of the workforce, consider these long-term human skill needs.  Plan and manage the workforce transformation: Given the scope and scale of coming changes to work, workforces, and workplaces, it is critical to have an enterprise “future of work” or “augmented workforce” roadmap combining business, HR, IT, procurement, and finance. This plan should include an actionable view of talent, training, communication, leadership, culture, and organizational impacts. TMS Components – 2020 Trends

81. 81 Talent Management System (TMS) © 2017 Bersin by Deloitte Trend 10: The Future of Work Is Here and HR Is in the Hot Seat. Solutions:  The real “future of work” issue is all about making jobs “more human”—redesigning jobs, redesigning work, and redesigning organizations so that the “people side” of work has even more importance and focus than ever. TMS Components – 2020 Trends

83. 83 Talent Management System (TMS) Item # Who What - Objective (Qualitative goal to be achieved over the next 36 months) How (S.M.A.R.T. Tactics), and "How Success is Measured" (Quantitative) When How Much ($) I. Senior Leadership Team Customer – Become The "Provider of Choice" in the markets we serve. See Approved Execution Framework: (A) 2018- 2020 ; (B) 2019; (C) 120 Days (Tab 1). 2018 - 2020 TBD II. Senior Leadership Team Employee – Utilizing Best-in-Class Talent Management Practices, Become The "Employer of Choice," and a "Great Place to Work" in the markets we serve. See Approved Execution Framework: (A) 2018- 2020 ; (B) 2019; (C) 120 Days (Tab 1). 2018 - 2020 TBD III. Senior Leadership Team Shareholder – Earn Sufficient Net Operating Income (NOI) & maintain sufficient liquidity to fund daily operations & short-term deliverables. Long-term deliverables may require external capital investment(s). See Approved Execution Framework: (A) 2018- 2020 ; (B) 2019; (C) 120 Days (Tab 1). 2018 - 2020 TBD IV. Senior Leadership Team Process, Program, Technology, Training – Leverage process, programming, technology, and training to ensure efficient, sustainable outcomes, that continuously improve over time. See Approved Execution Framework: (A) 2018- 2020; (B) 2019; (C) 120 Days (Tab 1). 2018 - 2020 TBD Execution Framework (e.g., Balanced Scorecard)

84. 84 Talent Management System (TMS) Item # Who What - Objective (Qualitative goal to be achieved over the next 36 months) How (S.M.A.R.T. Tactics), and "How Success is Measured" (Quantitative) When (2018) When (2019) When (2020) How Much ($) 1 Team Leader, Team Company’s Existing Strategic & Tactical Goal #1 2 Team Leader, Team Company’s Existing Strategic & Tactical Goal #2 3 Team Leader, Team Company’s Existing Strategic & Tactical Goal #3 4 Team Leader, Team Company’s Existing Strategic & Tactical Goal #4 5 Team Leader, Team Company’s Existing Strategic & Tactical Goal #5 6 Team Leader, Team Company’s Existing Strategic & Tactical Goal #6 7 Team Leader, Team Company’s Existing Strategic & Tactical Goal #7 Execution Framework (e.g., Balanced Scorecard)

85. 85 Talent Management System (TMS) Item # Who What - Objective (Qualitative goal to be achieved over the next 36 months) How (S.M.A.R.T. Tactics), and "How Success is Measured" (Quantitative) When (2018) When (2019) When (2020) How Much ($) 8 Team Leader, Team Mission, Vision, and Values Validated 9 Team Leader, Team Strategic Planning & Execution Framework Selected, and Deployed 10 Team Leader, Team Budget Planning Model Selected & Deployed 11 Team Leader, Team Enterprise Risk Management (ERM) Framework Selected, Assessment Undertaken, Action Steps Undertaken 12 Team Leader, Team Mergers, Acquisitions, Integration, and Divestiture Framework Selected & Deployed 13 Team Leader, Team Performance Excellence Strategy Selected & Deployed 14 Team Leader, Team Patient Excellence Strategy Selected & Deployed Execution Framework (e.g., Balanced Scorecard)

86. 86 Talent Management System (TMS) Item # Who What - Objective (Qualitative goal to be achieved over the next 36 months) How (S.M.A.R.T. Tactics), and "How Success is Measured" (Quantitative) When (2018) When (2019) When (2020) How Much ($) 15 Team Leader, Team Programs, Processes, and Training Designed, Deployed, and Continuously Improved In Support of: 16 Team Leader, Team Employment Brand & Organizational Communication(s) Framework 17 Team Leader, Team Talent Management / Workforce Planning Framework 18 Team Leader, Team Recruiting 19 Team Leader, Team Onboarding 20 Team Leader, Team Strategic Plan / Goal Alignment 21 Team Leader, Team Performance Management Execution Framework (e.g., Balanced Scorecard)

87. 87 Talent Management System (TMS) Item # Who What - Objective (Qualitative goal to be achieved over the next 36 months) How (S.M.A.R.T. Tactics), and "How Success is Measured" (Quantitative) When (2018) When (2019) When (2020) How Much ($) 38 Team Leader, Team Learning Management System (LMS) – Training 39 Team Leader, Team - 360° Assessments 40 Team Leader, Team - Executive Coaching 41 Team Leader, Team - Leadership Development 42 Team Leader, Team - Professional Development 43 Team Leader, Team - Training 44 Team Leader, Team - Career Pathing & Development 45 Team Leader, Team - Team Development Execution Framework (e.g., Balanced Scorecard)

88. 88 Talent Management System (TMS) Item # Who What - Objective (Qualitative goal to be achieved over the next 36 months) How (S.M.A.R.T. Tactics), and "How Success is Measured" (Quantitative) When (2018) When (2019) When (2020) How Much ($) 46 Team Leader, Team Recognition Programs 47 Team Leader, Team Compensation 48 Team Leader, Team Succession Management 49 Team Leader, Team Diversity / Inclusion 50 Team Leader, Team Employee Engagement 51 Team Leader, Team Competencies 52 Team Leader, Team Retention 53 Team Leader, Team Union Avoidance Program OR Labor Management Partnership (LMP) Execution Framework (e.g., Balanced Scorecard)

89. 89 Talent Management System (TMS) Item # Who What - Objective (Qualitative goal to be achieved over the next 36 months) How (S.M.A.R.T. Tactics), and "How Success is Measured" (Quantitative) When (2018) When (2019) When (2020) How Much ($) 54 Team Leader, Team Technology 55 Team Leader, Team Workflow Analysis 56 Team Leader, Team HR Metrics 57 Team Leader, Team HR Compliance 58 Team Leader, Team HR Best-Practices 59 Team Leader, Team Occupational Health & Safety, Emergency Preparedness 60 Team Leader, Team Tax Credits 61 Team Leader, Team Fun File Name: “Talent Management System (TMS) a 2020 Model.” 09122018 Execution Framework (e.g., Balanced Scorecard)

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