TM - December 2007 - (Page 53)

Application continued from page 49 TM: Do you have any other interesting talent management initiatives in the works? Benko: One of the things that we’re doing that fits with where we believe the workforce is going is not really a program, but more of a state of being, called mass career customization. The whole idea behind mass career customization is the acknowledgement that the whole notion of the corporate ladder and the one-size-fits-all approach to career progression and development just doesn’t exist. So, Deloitte is sort of evolving its notion of the corporate ladder into the lattice, where you still have upward momentum, but you have more varied ways to achieve your career objectives and ambitions. It’s important to acknowledge that today’s careers will ebb and flow over time, that there will be periods of time when people can contribute more to their organizations and other times, given other life events and circumstances, when they can contribute less. So, we are implementing across all of our U.S. firms that mass career customization and, in fact, at the beginning of October we launched a book. Harvard Press called us and said, ‘We see where you’re going with mass career customization, and there's a lesson in this for all of us.’ So, we launched a book, along with them, called Mass Career Customization: Aligning the Workplace With Today’s Non-Traditional Workforce. process. Mallett said favoritism is not a widespread problem; it’s more about trying to stop intercompany networking and giving hiring managers better information to use to make the best hire. “The challenge of that is to protect against the ‘good ol’ boy/girl network’ where people tend to promote from within based on who they have worked with in the past,” Mallett said. “On occasion they aren’t always as willing to look at someone they haven’t had experience with, even though they might be more qualified. Believing in the information and the results you get back is what we like to think makes the system work.” The rollout itself hasn’t happened overnight, and it is something HHC is doing slowly to expose and neutralize bugs and problems users might have adapting to the new technology. Currently, only three properties in Washington, D.C., as well as HHC’s corporate headquarters, have the new talent management applications up and running, which is less than one percent domestically. But in the coming months, Mallett said the other 99 percent will be implemented. “We’re doing a staggered rollout like that because for our audience, it’s tremendously important for us to be able to get out there and speak with the recruiters at each one of the locations. There are a lot of processes that the recruiters need to know about in advance to using it,” Mallett said. “We’re sending a couple of trainers out to each location until all properties have this solution by the middle to end of next year.” The final step after the domestic system rollout is to expand it globally, with first the U.K. and then Ireland set to happen by the middle of next year. Beyond that, Mallett said HHC has no immediate plans for implementation at global properties in the next three years, but if domestic system rollouts prove to be successful, further use of PeopleSoft may happen “sooner than later.” The evolution from paper-based procedures to 21st-century technology is a massive undertaking for any company, let alone one the size of HHC. With the help of new talent management processes, what used to take days or weeks can now be done in a matter of minutes. Now HHC has the ability to whittle down the number of new applicants via preselected qualifications, save time by avoiding the need to re-enter new hire or failed applicant information for internal or external reporting, and take advantage of tighter integration between its HRMS and recruiting functions. “Those things are the biggest hits,” Mallett said. “And along with making our HR practices paperless, they have been a priority for us for a while now. Rolling out these new processes makes this an exciting time for us.” . TM: Benko: What’s next for Deloitte in terms of talent management? Well, the No. 1 agenda item we have from a Deloitte talent perspective is to create the lattice organization. That’s one of the newer workplace innovations. It’s a new model for how careers will be built, in effect. What we’re trying to do is codify changes that have taken place in the workforce. We all talk about the younger generation, and we all talk about having more women in the workplace, but at the end of the day, if you think about the workplace, it was designed at the beginning of the Industrial Revolution. The whole notion of a corporate ladder actually came into the vernacular about that time, and it was predicated on a family structure where the husband went to work, and the wife stayed home and raised the kids. I mean, the whole workplace, even as we know it today, was predicated on that family structure. Today, fewer than 17 percent of all U.S. households have a structure like that, an infrastructure at home to support careers. So, what it means to us is creating a structure, a system and all of the underlying processes to recognize this very fundamental shift in the workforce and what workers need to be successful at any point in time throughout their careers. 52 December 2007 talent management magazine www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - December 2007

Talent Management - December 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Capabilities The Engaged Difference: What People Want Analytics in Talent Management: The Sports View The Use of Merchandise for Employee Recognition Taking Aim at Performance Appraisals Talent Management Drives Organizational Change Generational Diversity: Mastering the Boomer-X-Y Divide Dashboard: Security-Savvy Workforce: Designing a Security Awareness Program That Works Application: Hilton Hotels Corporation:Checking Out the Merits of Paperless Efficiency Insight: Unlimited Engagement: Innovative Corporate Communication at Deloitte & Touche USA Advertisers' Index Editorial Resources Foundations

TM - December 2007

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