Talent
Consulting offerings
Is your talent strategy keeping up with the dramatic changes to the global workforce? For many HR leaders managing through the volatility of the past few years, the answer is “not really.” You’ve been fighting fires, with little time to tackle the big issues. Meanwhile, the ground has shifted under your feet, as hot-button issues like workforce planning and analytics, talent management, workforce strategies, and virtual workplace management have reshaped talent strategies for many companies.
Deloitte has one of the broadest and deepest talent practices in the world. If you need a team that can help you keep your talent strategy aligned with your business – staying flexible enough to support whatever’s next – we can help.
Featured insights
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The Talent 2020 infographic The latest report is now available in an infographic that pulls together all the data to help you connect the dots. Get the full picture from Talent 2020 and gain a better understanding of the latest employee attitudes and emerging talent trends. |
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Predictions for 2013: Corporate talent, leadership and HR—Nexus of global forces drives new models for talent Bersin by Deloitte delivers Predictions for 2013: Corporate Talent, Leadership and HR—Nexus of Global Forces Drives New Models for Talent. 2013 will be a year of growth and change. |
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2012 Salary structure policies and practices This study from Deloitte LLP indicates that the most prevalent types of pay structure consist of the market-based salary structures (64 percent) followed by traditional (23 percent) and broadband (12 percent) structures. |
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What's next for talent? As companies look at the upturn, talent challenges are once again in the spotlight. In our recent Talent 2020 survey, we asked nearly 400 senior executives at some of the world's largest companies which talent issues were keeping them up at night. This report provides more insights. |
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Leading the multigenerational finance department This issue of CFO Insights examines the leadership challenges associated with managing diverse age groups across finance. |
Our offerings
No standard model of worker. No single place to work.
Answering the talent challenge in a reset economy takes an integrated approach that starts with business- and industry-specific requirements and extends to talent and work strategy, process, innovation and operations and technology. Our professionals analyze the talent supply and demand patterns for an organization and in the external market, then help evaluate and implement a mix of solutions that target not only an organization’s talent, but also when, where and how work is performed.
Bottom-line benefits
When organizations effectively combine baseline talent management activities with differentiating solutions, they can gain competitive advantage through:
- Improved ability to achieve business goals (having the leaders and talent to deliver)
- Improved business results derived from increased attraction and retention
- A more engaged, more productive and a more innovative workforce
- A stronger – better prepared—management and leadership pipeline
- Better decision-making from more accurate and predictive workforce analytics
- Enhanced ability to fill key organizational roles
- Lower costs through distributing work through extended and global networks
- A stronger employee value proposition and employer brand
How to create more value now
We’ve helped leading companies all over the world meet their toughest talent changes and deliver more effective results. Here are a few things we’ve learned along the way.
- Focus matters. If your talent priorities aren’t specific to your industry and sector, you may have the wrong priorities. Generic or fad-driven talent issues aren’t necessarily yours.
- Treat your talent like you treat your customers. Neither group is a monolith, but you’re likely more comfortable subjecting your customers to analysis and segmentation. When you segment your workforce into sub-groups and understand their specific requirements and expectations, you can align the value proposition you offer to each.
- Pick your places to excel. Sometimes differentiation really matters and sometimes good enough is good enough. Choose carefully where to invest to excel and where to invest to get buy-in. If you can tell the difference, you can put your energy where it’s most needed and will have the greatest impact.
- Fly the talent flag. Are your talent leaders leading or following as the company moves into the global marketplace and new services? Make sure people issues are not only part of the master plan but look for ways for talent to help lead the way.
- Experiment and embrace the new. From social media to new web-based technologies, talent is an area on the move. There’s never a bad time to look at your processes and technologies and talent programs, but as the talent markets tighten, this is a particularly good time.
Attachments
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Talent and Work: New people in new places
Overview; 3-page PDF.
Our people
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Alice Kwan Principal, Deloitte Consulting LLP |
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Andy Liakopoulos Principal, Deloitte Consulting LLP |
