Transcript Mass Career Customization: Aligning the Workplace with

Mass Career Customization™*:
From Corporate Ladder to Corporate Lattice
Anne Weisberg
An Update for the Forte Foundation
Best Practices Summit
May 7, 2008
Mass Career Customization is a patent pending process.
The convergence of key trends is dramatically
changing the talent marketplace…
Shrinking Pool of
1 Skilled Labor
Changing Family
2 Structures
Increasing Number of
3 Women
Changing Expectations
4 of Men
Workforce
in 2008 and
Beyond
Evolving Expectations
5 of Gen X and Gen Y
Increasing Impact of
6 Technology
2
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The workforce has changed,
but the workplace has not.
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A Paradigm Shift is Already Underway
The Corporate Ladder is giving way to a Corporate
LatticeTM model of how careers are built
Corporate Ladder
•
•
•
•
•
Corporate Lattice
Traditional hierarchy
Upward
Singular path upward
momentum
Move up or stop moving
Work-versus-life balance Integrated with
Fits more traditional
talent
family structure
management
systems
• Assumes workers’ needs
remain consistent over
time
• More conducive to
evolving matrix structure
• Multiple paths upward
• Move faster, slower,
change directions
• Career-life fit
• Adjusts as workers’
needs change over time
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The MCC profile depicts the employee's target level of
contribution
The Four Dimensions—and
Interrelationships of—MCC
Pace
Options relating to the rate of
career progression
Workload
Choices relating to the quantity of
work output
Location/Schedule
Options for when and where work
is performed
Role
Choices in position and
responsibilities
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MCC is a new model for how careers are built and
talent developed
• Recognizes that careers ebb and
flow over time
• Provides a more fluid structure in
response
• Institutionalizes framework/
process
• Allows choices
• Makes trade-offs more explicit
• Provides greater transparency
• Extends the bounds and
consistency of what’s acceptable
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What’s your sine?
Interactive exercise at
www.masscareercustomization.com/interactive.html
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Pilot Phase
Deloitte piloted MCC from 2005-2007 and full
implementation is well underway
Roll-out Phase
June
2005
Round 1 Pilots
Pilot Phase
Complete
Round 2 Pilots
Book Draft
Complete
June
2007
June
2006
Capital
Markets
MCC Steering
Committee
Recommends
Roll-out
Book
Published
Financial
Advisory
Southeast
AERS
June
2008
Tax
Chicago
Talent
Human Capital
Roll Out Phase
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June
2009
Strategy,
Research &
Innovation
Planned
Roll-out for
remaining
U.S.-based
employees
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A critical element of our approach is embedding MCC
in our annual talent cycle

All employees have an
MCC Profile, all the time

The MCC Profile depicts
planned overall
contribution to the
business

MCC provides a
framework for on-going
employee-manager
dialog about career-life
fit

The employee’s current
level of contribution, as
depicted in MCC Profile:
Goal Setting:
Set annual goals
reflective of MCC
Profile
Year-End:
Assess
performance
against annual
goals
reflective of MCC
Profile
Career-Life
Fit
• Shapes annual goals
Mid-Year:
Review performance
against annual goals
reflective of MCC
Profile
• Provides context for
performance
evaluation
• Informs deployment
decisions
On-going:
Review and revise MCC
Profile as needed
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Primary MCC metric categories
Metric Category
Sample Measurements
Sources
Retention
• Voluntary and high-performer
tenure trends
• Reason for leaving trends
• Self-reported estimate of expected
tenure
•
•
•
•
Utilization
• Utilization trends and results
• Utilization tracking
• Analysis of cost savings
• Net present value model
• Financial Business
Case
• Perceived improvements to
counseling conversations
• MCC Survey
Commitment
• Attitudes regarding satisfaction and
loyalty
• MCC Survey
• Employee Survey
Talent Brand
Enhancement
• Media mentions, speaking
engagements, articles, etc.
• External eminence
monitoring
Financial
Benefits
Quality and
Frequency of
Career
Conversations
HR Analytics
MCC Survey
Exit Interviews
Employee Survey
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Our MCC pilots and implementation waves provide
rich learnings
OBJECTIVES

Ensuring continued client value and
satisfaction

Quantifying the impact of MCC on various
talent models

Supporting a cultural shift in acceptability
of career customization

Improving practitioner satisfaction and
commitment

Increasing retention of high talent

Creating a sustainable, scalable model
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Our MCC pilots and implementation waves provide
rich learnings (cont’d)
Objectives





Client
satisfaction
Learnings

No negative impact on client service

More consistent and robust conversations

Positive correlation between MCC and
retention

The dial-down floodgates did not
materialize

Increased window into those who want to
accelerate growth (“dial-ups”)

MCC is scalable

Integrating MCC with performance
management is the ‘moment of truth’
Quantify impact
Support cultural
shift
Improve
satisfaction
Increase
retention
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MCC is a lot about more and richer conversations
Consolidated Results for Initial Implementations
Total respondents
100%
Had a conversation about
dialing up or dialing down
30%
After understanding trade-offs,
elected to move ahead with dial
up / dial down request
13%
Received approval to
dial up / dial down
72% approval
rate
9%
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MCC’s value proposition
MCC’s greatest worth is its option value—
the psychic comfort afforded by the ability to
customize the levels of career engagement as
priorities change over time.
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Learn more at www.masscareercustomization.com
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About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms and their respective subsidiaries and affiliates.
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advice, focused on client service through a global strategy executed locally in nearly 140 countries. With access to the deep intellectual capital
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In the United States, Deloitte & Touche USA LLP is the U.S. member firm of Deloitte Touche Tohmatsu and services are provided by the
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