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Talent Operations & Technology

The good news


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Think about it: How many individual talent programs do you have underway at this very moment? Chances are, there are a lot of them. Retention strategies. Leadership development. Programs to identify and develop the next generation of high performers. The good news is that most programs are filling important needs. The bad news? While any individual program may make perfect sense, as a group they’re hard to use and hard to manage.

The most important talent-related challenges of today are bigger than any one technology solution or program. They have to be addressed at the business level – and that’s where we excel. Learn more about the offering.

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Meet Our People

  • David Parent, Principal, Deloitte Consulting LLP
  • Walt Sokoll, Principal, Deloitte Consulting LLP
  • Michael Boedewig, Principal, Deloitte Consulting LLP

Related Offerings

Learn More About the Offering

Fuel to the fire?
Talent strategies have already suffered from a collection of bolted on, program-by-program solutions. Now there’s not only a talent program for everything – but even a talent software solution to go with it. And the list is growing. Recruitment. Onboarding. Performance Management. Compensation. Learning. Succession Planning. And more. Talent leaders know that success requires more than a portfolio of programs and software tools. The challenge is to create a talent service delivery platform that’s easy for managers and employees to use in their daily and ongoing work. Talent technologies are quickly evolving to the point where this kind of integrated solution is possible.

How We Can Help

The most important talent-related challenges of today are bigger than any one technology solution or program. They have to be addressed at the business level – and that’s where we excel.

We apply techniques honed in our work with leading corporations and some of the most significant transformations of HR and talent functions, following a straightforward approach that begins with understanding the underlying business strategy and needs. We have a deep understanding of the business and the talent strategies and programs that support strategy, and we understand key enablers from a sourcing and technology perspective. Combining our HR and talent operations and process experience, we are able to help organizations create an approach to Talent service delivery which can generate the desired value from the programs.

Deloitte has the skills and experience to implement integrated, end-to-end talent strategies in a way that is effective, efficient and sustainable. The most critical/important elements are accounted for: Business Strategy. Talent Strategy. Talent Programs. Service Delivery. Process Design & Requirements. Technology. Sourcing. Implementation. Measurement. Change Management.

Here are some of the services we offer:

Talent Operations

  • Talent operational assessment
  • Talent service delivery design
  • Talent process design
  • Talent organization / Center of Excellence (COE) design
  • Talent reporting and analytics strategy

Talent Technology

  • Current state assessment
  • Business case development
  • Future state talent technology strategy
  • Talent business requirements and process design
  • Talent technology selection and assessment
  • Talent technology implementation
  • Change management

Bottom-line Benefits

  • Improve the effectiveness of Talent Management initiatives by operationalizing strategies within the organization
  • Design clear and efficient Talent Management processes
  • Build organizational capabilities and ownership for necessary outcomes
  • Optimize the ROI on talent program and technology investments
  • Measure Talent Management processes and identify opportunities for improvement on an ongoing basis

Six Ways to Get More Value Now

Broaden your assessment filter. Talent programs are often evaluated solely on the questions of “will this work?”, “how much will it cost?” and “does this make sense?” Important questions, but what about ongoing management? Do you have the resources to sustain it in the long term? How does the program fit as part of HR’s service delivery model? Answering these questions can help determine which programs will really deliver over the long haul. It’s not just about rollout.

Start with the business – not technology. There are a lot of great technology solutions that address talent management needs. But technology alone is never the answer. The place to start is with business strategies and processes, using technology to support them.

Apply the rigor of a Service Delivery Model approach. While HR organizations have taken big steps forward over the past decade or so in terms of applying a service delivery model approach to their activities, much of the focus has been on administrative functions such as payroll and benefits. But there’s more value to be gained in the area of talent management and programs. Talent-focused service delivery models can result in integrated processes and a cohesive organization aligned behind shared goals.

Re-visit your Centers of Excellence. Today, many talent-related activities are organized using a Center of Excellence (COE) model, under the assumption that the COEs operate in an advisory, consultative fashion. But in practice, many are focused on administrative or transactional tasks. Better to use shared services for those activities, allowing the COE to fulfill its consultative mission.

Work with IT as a partner. While the HR department may know which solutions will work best in support of their talent strategies and needs, the IT department can help make sure those solutions fit as part of the broader technology strategy for the organization. Many HR groups experience unnecessary difficulty when their point solutions don’t match up well with broader ERP and IT platforms.

Don’t underestimate the importance of change management. Changes to your talent management approach can have a profound effect on how employees do their jobs – in the HR function and beyond. Make sure everyone understands the rationale for these changes and receives the training and support they need to be successful in the new environment.

Talent Operations & Technology in Action

A global life sciences firm sought new approaches to drive a high-performance culture and create greater consistency among human capital practices such as performance management and succession planning. We helped the company assess its current talent management programs, policies and systems, going on to define new requirements and processes to support future plans. From there, we helped the company implement a global talent management technology solution in line with the new requirements. In the end, we not only brought a disciplined approach to help the company rethink its approach to talent programs, process design and technology, but we delivered a change management strategy to make sure these new approaches took hold in the long run.

When a national nonprofit organization pursued an end-to-end transformation of its talent management tools and processes, we helped get the initiative off to the right start by assessing the current state and creating a new vision of the technology solution and supporting processes required to manage talent more effectively in the future. As part of this work, we managed a review of technology options for the company and helped select the final solution. We also led the implementation that followed, designing and implementing the future state processes the technology would support.

A leading agricultural sciences company had built up its HR technology over time, using a series of standalone, process-specific solutions to support activities such as compensation, recruiting, learning and performance management. The result? Inefficient, time-consuming processes and a restricted ability to support new talent management strategies. We helped identify new opportunities, creating a talent technology strategy that would support greater integration of talent management processes, create more useful talent-focused analytics and achieve improved efficiency and usability.

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.

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