Talent Management in Growth Markets: Indialogin.bersin.com/uploadedFiles/051916_PPT_Talent... · Talent Management in Growth Markets: India ... Employees feel performance appraisal

Talent Management in

Growth Markets: India

May 19th, 2016

Stacia Sherman Garr, Vice President,

Talent Management and HR Research

Candace Atamanik, Research Manager

Talent Management Research

Bersin by Deloitte

Deloitte Consulting LLP

Copyright © 2016 Deloitte Development LLC. All rights reserved.

#HITalentIndia

Overview & Select Top Findings

The Talent Management Maturity

Model: India and Global 2000

Three Steps to Maturity

Q & A

Agenda

Stacia Sherman-Garr

Vice President


Bersin by Deloitte


[email protected]

@StaciaGarr

Candace Atamanik

Research Manager


Bersin by Deloitte


[email protected]

@catamanik Join the Conversation on

Twitter

#HITalentIndia @Bersin

Overview & Select Top Findings


#HITalentIndia

Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte /

Stacia Sherman Garr, Candace Atamanik, David Mallon,, October 2015.

High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace

Atamanik / Bersin by Deloitte, 2016

Talent Management Research in India:

Quantitative survey:

269 HR leaders located in India at the time of

the survey

454 HR leaders at Global 2000 organizations

(revenue larger than $750 million USD)

Rigorous statistical analysis of common talent

management performance drivers

In-depth interviews with senior HR leaders in India

and Global 2000 (G2000) to better understand

related issues and trends


#HITalentIndia

Indian Organizations Need to Evolve their Talent Management Approach

What should

organizations in

India do differently

with talent

management

practices to meet

employee and

business needs?

Demand for talent is

spiking, and Indian

organizations need

strategies beyond

compensation to

retain critical talent

India has a large,

rapidly growing,

young population in

and joining the

workforce;

Despite the large

supply of labor,

there’s a lack of

highly-skilled,

leadership-ready

talent

Source: High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by

Deloitte, 2016

Organizations in India can leverage our findings on talent management maturity

to improve their talent and business outcomes


#HITalentIndia

Select Top Findings

In India, 79 percent of organizations are at Level 1 or 2 of talent

management maturity, 21 percent are at Level 3 and 4.

Both G2000 and Indian organizations report poor performance on D&I

practices, but Indian organizations have somewhat more integrated and

strategic D&I efforts than most G2000 organizations.

Leadership development practices within Indian organizations are less

integrated with other talent management activities.

Systemic relationships with talent are more prevalent in Indian

organizations.

Talent strategies within Indian organizations are more integrated and

better communicated.

Indian companies excel at establishing fair performance policies,

processes, and systems.

Source: High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by

Deloitte, May 2016

The Talent Management Maturity Model: India and Global 2000

Copyright © 2016 Deloitte Development LLC. All rights reserved. 8

#HiTalentIndia

Essential Talent Activities

Level 1

Critical Talent Growth

Level 2

Managed Talent Relationships

Level 3

Inclusive Talent System

Level 4

Be

rs

in

b

y

De

lo

it

te

The Talent Management Maturity Model

Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr,

Candace Atamanik, David Mallon,, October 2015.


#HITalentIndia

The Talent Management Maturity Model Global 2000 Organizations Vs. Indian Organizations

Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr,

Candace Atamanik, David Mallon,, October 2015.

High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte,

May 2016.


#HITalentIndia

Let’s hear from you

Where does your organization fit on the talent management maturity model?

Level 1: Essential Talent Activities

Level 2: Critical Talent Growth

Level 3: Managed Talent Relationships

Level 4: Inclusive Talent System


#HITalentIndia

Mature Indian and G2000 Organizations Excel at Talent and Business Outcomes

2x more likely to

be highly

effective at

coaching and

developing

people

2x more likely to

be highly

effective at

identifying and

selecting

leaders

1.3x more likely to

be highly

effective at

agility and

innovation

1.3x more likely to

be highly

effective at

improving

processes to

maximize

efficiency

Indian Organizations

G2000 Organizations

4x more likely to

be highly

effective at

coaching and

developing

people

3x more likely to

be highly

effective at

identifying and

selecting

leaders

2x more likely to

be highly

effective at

agility and

innovation

1.4x more likely to

be highly

effective at

improving

processes to

maximize

efficiency Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015.

High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016.



#HITalentIndia

Understanding the Model

Foundational Differentiating

• Performance Management

• Procedural Fairness

• Sourcing and Selecting Talent

• Organizational Structure Complexity

• Embedded Diversity and Inclusion

• Strategic Diversity and Inclusion

• Systemic Relationship with Talent

• Culture of Leadership and Learning

• Talent Strategy

Foundational vs. Differentiating Factors

Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin by Deloitte / Stacia Sherman

Garr, Candace Atamanik, David Mallon, October 2015.

High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and Candace Atamanik / Bersin by

Deloitte, May 2016.


#HiTalentIndia


1. Strengthen Foundational

Talent Management

Practices

2. Develop a Business-Aligned Talent Strategy

3. Invest in

Critical Differentiating

Talent Management

Practices

Talent Management in India: Improve Maturity in Three Steps, Stacia Sherman Garr and Candace Atamanik / Bersin by Deloitte, May 2016.


#HiTalentIndia

Three Steps to Maturity Step 1: Leverage Strengths in

Foundational TM Practices

• Organizational structure aligned to

business needs

• Enhance organization’s talent sourcing

and selection capabilities

• Implement and communicate fair

talent policies and procedures

• Create performance management

activities to improve conversations

between managers and direct reports

Source: Source: High-Impact Talent Management: The New Talent Management Maturity Model,

Bersin by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015.

High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman Garr and

Candace Atamanik / Bersin by Deloitte, May 2016.


#HITalentIndia


Which foundational factors does your organization excel at?

Performance Management: Frequent development-focused conversations

between managers and employees

Procedural Fairness: Employees feel performance appraisal and other talent

processes are fair.

Sourcing and Selecting: Candidates are effectively assessed.

Organizational Structure: Aligned with business objectives.


#HiTalentIndia

Foundational Practices: SKF Builds Competitive Advantage through a Career Pathing Portal

SKF: The largest bearing

manufacturer in the world, employs

roughly 44,000 people in

approximately 100 manufacturing

sites that span 70 countries.

Objective: Retain critical people,

create visibility into the current talent

pool and provide equal opportunity.

Result: Increase transparency and

satisfaction levels due to the visibility

of roles in the organization.

Source: High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman

Garr and Candace Atamanik / Bersin by Deloitte, May 2016.


#HiTalentIndia

Three Steps to Maturity Step 2: Develop and Communicate a Business-Aligned Talent

Strategy

• Identify most critical talent and

develop an approach for attracting,

engaging, and developing them.

• Engage in change management to

ensure everyone understands

changes to talent strategy.

• Continue to integrate talent strategy

with talent management activities

Source: High-Impact Talent Management: The New Talent Management Maturity Model, Bersin

by Deloitte / Stacia Sherman Garr, Candace Atamanik, David Mallon, October 2015.




#HiTalentIndia


How would you describe the state of your organization’s talent

management strategy?

• Currently, we have no clear talent management strategy / We

have just started to develop our strategy

• We are in transition from one strategy to another

• We are developing and implementing our strategy, with some

advanced processes in place

• We have a lot of advanced processes, developed over the years

but have not developed an overall integrated strategy

• We have a clear strategy, with advanced and integrated

processes in place


#HiTalentIndia

Wipro: Global information technology,

consulting and outsourcing company

with 145,000 employees serving more

than 900 clients in 60 countries.

Objective: Defining the roles and

competencies required to be

successful and aligning these with

career planning and talent

management.

Result: Created an assessment center

and tools for assessing behavioral and

technical competencies through an

online portal.

Wipro Develops a Talent Strategy and Assessment Center

Source: High-Impact Talent Management: Talent Management Maturity in India, Stacia Sherman

Garr and Candace Atamanik / Bersin by Deloitte, May 2016.


#HiTalentIndia

Three Steps to Maturity Step 3: Invest in Critical Differentiating TM

Practices





• Improve the organization’s

understanding of and relationship

with talent

• Develop a culture of leadership and

learning in the organization

• Expand investments in D&I


#HITalentIndia


Which of the following differentiating factors of High-Impact Talent

Management does your organization prioritize most?

Talent Strategy: it is clearly articulated and communicated across the

organization.

Leadership and Learning: these are core tenants of our culture.

Relations with Talent: we make fostering relationships mission critical and part

of everything we do.

Diversity and Inclusion: these are key objectives for our workforce

and touch many aspects of our total talent plan.


#HiTalentIndia

Citibank India Employee Networks

Members: Employees at all levels (ranging from senior leaders to individual contributors)

Purpose: Carry out the initiatives and programs of the steering committee, focusing on issues of gender

Citibank India Parent Network

Members: Senior leaders and experts in the field of D&I

Purpose: Create collaborative efforts between groups, help in creating common processes and practices, translate

Citibank India Diversity Steering Committee objectives into tasks and actionable items

Citibank India Diversity Steering Committee

Members: Citibank India’s top leadership team

Purpose: To drive inclusion and help sensitize employees through diversity initiatives

Citibank India Creates an Inclusive Workplace



Citibank: Leading global bank

operating in more than 160 countries

worldwide and serving more than 200

million customer accounts. In India,

they employ more than 10,000 people

based out of 30 cities.

Objective: To retain and engage this

new talent pool, the organization would

need a talent management approach

that encouraged diversity and

inclusion, and addressed career

aspirations on a global platform.

Result: Higher retention of women,

lower attrition, and increased ratio of

women in senior positions.

Top Takeaways and Questions


#HITalentIndia

Top Takeaways

Most Indian organizations are at Level 1 or 2 of talent management

maturity

Leverage strengths in foundational TM practices

Develop and communicate a business-aligned talent strategy

Invest in critical differentiating TM practices






#HITalentIndia

Questions

Stacia Sherman Garr

Vice President


Bersin by Deloitte


[email protected]

@StaciaGarr

Candace Atamanik

Research Manager


Bersin by Deloitte


[email protected]

@catamanik

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.

This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication.

Copyright © 2016 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited

http://www.deloitte.com/us/about

Documents

Talent Management in Growth Markets: Indialogin.bersin.com/uploadedFiles/051916_PPT_Talent... · Talent Management in Growth Markets: India ... Employees feel performance appraisal