The global landscape takes hold
Today’s college graduates are true digital natives, having grown up with the Internet, tirelessly texting up to 40,000 messages a month. At the same time, the fastest-growing segment of the workforce is adults over 45. And emerging markets are on the rise, with the population boom in India and China rivaled only by their growing impact on the global economy. The world is flat and getting flatter, with social media like Facebook and Twitter keeping us connected in ways we never imagined. These are just a few of the drivers of the new global economy and they are changing the way business leaders need to address learning and talent development.
Our professionals are business and talent development consultants. We bring deep industry experience, subject matter knowledge and instructional design and development know how. That means we can shape development experiences for your employees that fit the most complex needs of your business. We also specialize in communications, change management, behavioral change, culture and process excellence -often critical aspects of development experiences you want to create. Learn more about the offering.
This is not a test
Learn how simulations and war gaming can help you manage business risk and make decisions in a complex environment.
2013 top five global employer rewards priorities survey
Even though the rankings shift slightly around the world, the 2013 Top Five Global Employer Rewards Priorities Survey reveals that talent, strategy alignment, and reward costs are on the minds of HR executives everywhere.
Building sustainable risk intelligenceTM in banking and securities
The role of learning and development in the new regulatory environment.
Use learning governance to improve business results
Learn more about the steps to develop an effective governance framework.
Talent edge 2020 - Redrafting talent strategies for the uneven recovery
Read the third survey report in the Talent edge 2020 series.
Minimize the Cost of Maximizing Talent Through Vendor Rationalization
Read the Talent point of view.
Bridge the gap between “knowing” and "doing"
Use learning programs to develop Enterprise Risk Intelligence.
Managing talent in a turbulent economy
Where are you on the recovery curve?
Art or science? How to select a new leadership team after a merger or acquisition
Explore the Deloitte Debate.
Meet our people
- Bill Pelster, Principal, Deloitte Consulting LLP
- Jeff Schwartz, Principal, Deloitte Consulting LLP
- Josh Haims, Principal, Deloitte Consulting LLP
- Jennifer Stempel, Senior Manager, Deloitte Consulting LLP
- Amy Titus, Director, Deloitte Consulting LLP
- Tony Demarinis, Director, Deloitte Consulting LLP
- Jeff Birch, Specialist Leader, Deloitte Consulting LLP
- Emerging learning solutions
- Learning design and development
- Learning strategy & operations
- Talent strategies
- Workplace flexibility
- Organization strategy & design
- Strategic change
Learn more about the offering
Starting with what matters most
Today’s reset environment requires approaches to learning that start and end with a sharp understanding of the multiple ways adults learn. That means we need to know how and when to blend classroom, technology-based and on-the-job learning into a cohesive model, to prepare employees to address business and customer needs. Among the many practical challenges of getting this done, scale, relevance, impact and leadership are four of the most important issues to consider.
Scale. Whether a mid-sized domestic corporation or a global enterprise, being able to capture efficiencies of scale is a constant battle. How do you manage knowledge in your organization and share it efficiently? How do you reduce redundancy and drive consistency of learning operations? How do you leverage a pool of highly qualified learning vendors to support your needs and reduce spending without diluting quality? How do you deliver a consistent, quality experience to learners across the globe? These are a few of the scale challenges you may be facing and they are not going away anytime soon.
Relevance. What is the most effective way to create learning that is relevant to your employees and does not come off as generic? What design approaches have staying power? Where will the immediate and long term impact of the learning be applied? Start with the needs of the business in mind and take a critical look at the behaviors you wish to develop, change, or distinguish; the appropriate delivery model and engagement of leaders in the design and delivery; and how you will sustain the learning over time. The days of PowerPoint are fading in favor of dynamic web-based learning portals, video, simulations, gaming and coached simulations where leaders are teachers. Think beyond a one-day course—learning tied to the job, on the job, that addresses actual business issues will carry the day for discerning employees and business leaders looking for real impact.
Impact. If your CEO, Board and other CXO team members don’t understand why learning and talent development should be a priority, it’s time to energize them. Tie the learning agenda to the business agenda – from the corner office to the back office and beyond, embedding development throughout the employee lifecycle. The impact of learning can be measured through recruiting acceptances, referrals, employee satisfaction surveys, career progression and more. Think big and work across the talent leadership team to make your case.
Leadership. Traditional HR roles are shifting as talent continues to receive attention from the C-suite. New roles such as the HR COO are challenging the inefficiencies that many HR organizations have struggled to address – and can help the learning organization play across borders, both in terms of geography and within an organization. Consider how your learning function governs itself. How can you gain access to and control over the knowledge assets that your organization creates? How can you deliver these assets most effectively to those who need them? Your ability to navigate these waters is critical to your organization’s success.
How we can help
Our professionals are business and talent development consultants. We bring deep industry experience, subject matter knowledge and instructional design and development know how. That means we can shape development experiences for your employees that fit the most complex needs of your business. We also specialize in communications, change management, behavioral change, culture and process excellence -often critical aspects of development experiences you want to create.
We have helped clients develop strategies and implement solutions for their most pressing learning needs, including regulatory compliance, business processes and technology and professional and behavioral skills development via e-learning, coached simulations, experiential games and other high impact delivery approaches. As a global leader in talent development consulting services, we offer a full range of capabilities, including learning strategy design, content and courseware development, curriculum design, learning operations support, leadership and management development, skills and behavioral assessments, competency model design and more.
In addition, Deloitte is a recognized world leader in corporate education for our own professionals. In 2009, we were inducted into the Training Magazine "Top 10 Hall of Fame" for our ongoing commitment and innovation in talent development. BusinessWeek Magazine has recognized us for being among the “Best Places To Launch A Career” for new college graduates (2006-2008) and The Shriver Report: A Woman’s Nation Changes Everything, cites Deloitte as their “model employer partner,” an organization leading the way with programs such as Mass Career Customization and the move to a lattice organization. Our professionals bring this experience base and perspective to our clients - we are more than your typical learning services vendor.
- Develop your talent with the skills and behaviors needed to support your strategy and growth objectives
- Boost revenue and manage costs through improved productivity and effectiveness
- Focus talent development investments on workforce segments and operational supports with the biggest impact on the bottom line
- Attract and retain top talent through improved opportunities for personal and professional growth
Five ways to create more value now
Vision first. Revisit your vision for how learning can support the business and then develop a plan to make it happen. Communicate with business leaders and the Board so they understand how learning and development will help them achieve their goals.
Lead from the top. Learning initiatives are most effective when senior business executives support the effort and recognize the importance of talent development. Support from the CHRO is a good start, but support from the C-suite, Board and business leaders will make you even stronger.
Upgrade your approaches. If PowerPoint slides are still your primary mode of classroom-based learning experiences, take a hard look at how your employees learn and ask if this is what they really need. There’s a good chance improvements in design and delivery can make your organization more effective.
Use technologies where they fit. The latest technologies – such as mobile devices, teleclassrooms and social media tools -- can help deliver training more effectively at lower cost. But they aren’t a magic cure-all. Understand the needs of your learners and choose technologies that fit.
Measure what matters. Link learning and talent development investments to business outcomes. This is easiest for sales and service where training outcomes and business value are relatively clear. But it’s equally important to track benefits, such as talent retention and customer satisfaction, which have a far-reaching impact on overall performance.
Make the hard choices. Do you have the right people in your learning organization – people who can support your vision? This may be a hard discussion to have, but you can’t afford to dodge it. Once you have your vision set, you should not settle for less than excellence in the team that delivers it.
Learning services in action
- By revisiting its learning strategy, one global organization determined that it needed to shift the blend of learning to greater use of coached simulations and virtual classrooms. This led to the transition of more than one million hours of classroom-based learning to virtual learning delivery.
- Another organization discovered that leader-led learning, a mainstay in the organization, needed a retooling for greater consistency and quality. A faculty certification program was developed which increased overall learner satisfaction by 50 percent.
- By reviewing and optimizing its learning vendor strategy, one organization cut its global learning vendor pool from more than 150 vendors to fewer than 60, driving better pricing and saving more than $20 million annually. The organization also standardized and centralized engagement and management of vendors across divisions in order to realize economies of scale, improve quality of learning vendor services and increase consistency of learning solutions.
- One organization developed a blended program of web-based, on-the-job and self-paced learning to expand capabilities of new franchises. Using conservative figures, this organization expects to realize an ROI of more than 118 percent in six months, as a result of the program – a healthy return by any standard.
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.