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Bersin & Associates Talent Management Maturity Model

Bersin & Associates An overview


Bersin by Deloitte empowers HR and learning leaders to drive bottom-line impact through their world-class WhatWorks research membership.

delivers research-based people strategies designed to help leaders and their organizations in their efforts to deliver exceptional business performance.

On an average, More than 5,000 organizations worldwide use research and consulting to guide their HR, talent and learning strategies. Bersin & Associates tap into this potential base

Talent Management Framework

Summarizing the framework


1
Define talent strategy that helps company achieve its goals Workforce planning defines talent segments, identify critical roles 7 analyse skill gaps For what do we hire? Against what do we assess? Toward what do we develop? Role of talent acquisition is fulfill the workforce plan (either internal/ external candidates)

Next 4 areas integral to developing & mobilising talent to where it is needed Throughout employee lifecycle, critical that employees are rewarded

Without learning, a company and its talent become stagnant. Evolve and growth Organisation & governance ensure alignment, oversight, accountability & followthrough

Business metrics & analytics defined to determine how effective talent programs are collectively Talent infrastructure ensures data and processes are aligned . The infrastructure maps the processes, so that integration points are clear and provide the systems for enhancing the processes

Talent Management Maturity Model

Description of Various Levels


Level 1 organizations may have automated systems in place for some or all HR processes, but these systems do not share data.

In Level 2 organizations, HR owns talent management initiatives and seeks input from business leaders.

For those organizations at Level 3 maturity, a talent management executive or team is responsible for talent initiatives, but business and talent management leaders share equal responsibility for talent outcomes. Also some form of talent Management scorecard is in place, including both business impact and process measurements. For the most mature organizations at Level 4, talent management is part of the annual business planning process, so that talent initiatives are aligned with business objectives. Talent management measurement efforts are viewed at the senior-most level or board level, and are viewed as part of investor metrics and business goals

Level 1 Lack of central ownership

Level 2 owned by a central HR function, but can be tailored as needed to meet business-unit and regional needs.

Level 3 HR and business are equally responsible

Level 4 business owns talent management and HR facilitates it

Leadership

People

no individual role or assigned team focused on integration efforts

A team or individual to temporary talent mgmt. projects

A team or single individual with clearly defined goals and outcomes.

Line managers and business leaders . HR is seen as a steward End-users, business leaders and HR managers view data in a single location, and make decisions based on that data.

Technology

multiple disconnected HR and talent systems exist

Several disconnected talent systems exist, with a manual process for connecting some data from these systems in either a database, Excel, Access, etc

connect current talent management systems to create more automated connections for the end-users

Level 1
Processes recruiting, perf.mgmt, leadership dev., (L&D). Traditional HR metrics

Level 2
Includes : Level 1+ talent planning, succession or career mgmt. Some form of annual talent planning is being implemented with business input. Measurement efforts are based on individual process areas, but are focused on talent metrics

Level 3
Level2 + talent strategy + work force planning A concept of competencies and capabilities is embedded in all process areas

Level 4
Level 3 + engagement and performance of the employees. Competencies are used to make critical business decisions Investor metrics and business goals

Integration

No process integration. Individual processes are being improved to match best practices through individual initiatives

Some process integration currently takes place, either manually or through process workflows

Integrated talent mgmt. efforts have begun to make them permanent Some form of talent management scorecard is in place. Decisions are made on critical talent, key roles and critical positions, based on business goals

Process integration is in place Talent planning and workforce planning are part of a regular business process that is reviewed and updated several times year for accuracy.

beginning to identify connection points with other process workflows.

Findings:
At level 4 , Helps generate 26% greater revenue per employee than their peers. 40% lower voluntary turnover among highperformers than their peers. 28% less likely to downsize during the 2008 recession 12 times more likely to generate strong business results than their peers.

Impact :