MASIE Mass Career Customization - A New Talent Model

8/6/2019 MASIE Mass Career Customization - A New Talent Model

http://slidepdf.com/reader/full/masie-mass-career-customization-a-new-talent-model 1/20

Mass Career CustomizationTM

A New Talent Model

Josh Haims [email protected] Titus [email protected]

Session 717

November 10, 2009Mass Career Customization is a patent pending process owned by Deloitte

Development LLC.

mailto:[email protected]

mailto:[email protected]



The Presenters

2Copyright © 2009 Deloitte Development LLC. All rights reserved.

Director, Talent DevelopmentDeloitte Senior ManagerDeloitte Consulting LLP



“They always say time changesthings, but you actually have tochange them yourself.”

- Andy Warhol

3



Poll question

ØWhat is the primary talent issue facing yourorganization that impacts its ability to do business?

qAvailability of talent with the skills your business needs

qRetaining top performers across generations and careerstage


qDeveloping future leaders

qEngaging people to perform at high levels

qDeploying people so capabilities are aligned with business

needsqDon’t know/not applicable



1Shrinking Pool of Skilled Labor

2Changing FamilyStructures

Increasing Number of

Converging key trends are dramatically changing theglobal talent marketplace


5Evolving Expectationsof Gen X and Gen Y

Women

6Increasing Impact of Technology

4ChangingExpectations of Men

e wor orce aschanged, but theworkplace has not



Q: What is today’s response tothis misalignment?

6



Q: What is today’s response to this misalignment?

Flextime Reduced Hours/Part-Time

CompressedWork Week

Banking of Hours

A: Flexible Work Arrangements (FWAs)


Leaves/Sabbaticals

Job-SharingTelework/

TelecommutingGradual

Retirement



Mass product customization is a significant part of today’s consumer marketplace

If you can customize everydayproducts from jeans to stamps, tocredit card billing cycles, why not

your career?




• Recognizes that careers ebb andflow over time

• Provides a more fluid structure in

response

Mass Career CustomizationTM provides a framework forhow today’s careers are increasingly built…

Mass Career Customization


• Institutiona izes rameworprocess

• Allows choices

• Makes trade-offs more explicit

• Provides greater transparency

• Extends the bounds and

consistency of what’s acceptable



Career Years: 0-3Phase: EnteredProfessional Workforce

Career Years: 4-8Phase: Changed Specialty

Career Years: 9-14Phase: Personal Needs

Career Years: 15+Phase: Mid-Career

…creating a sine wave of sorts

MCC recognizes that level of contribution changesover time…




Career Years: 1 -4Stage: EarlyCareer

Career Years: 10- 13Stage: GrewGlobal and C-Suite Expertise

Career Years: 5 -9Stage: ExpandsIndustryKnowledge andGrows Firm

Career Years: 14 -20Stage: ChangedCareer and Tookon StretchAssignments

Career Years: 21- presentStage:Leadership andMentoring Roles

Q: Is this a radical departure from today?

A: No, it’s already going on…




Mass career customization delivers similarorganizational benefits as mass product customization…




MCC’s greatest worth is its option

value — the comfort afforded by the

…with compelling benefits for the individual as well


a y o cus om ze e eve o

contribution as priorities change over

time.



Q: Stepping back, what’s reallygoing on?




A: The Corporate Ladder is giving way to a Corporate LatticeTM

model

Q: Stepping back, what’s really going on?

Traditional, hierarchical structure

Flatter, often matrixed structure

Corporate Ladder Corporate Lattice


Many workers are similarto each other

Work is a place you go to

Separation of career and life

Linear, vertical career paths

Low mobility; loyaltybased on job security

Tasks define the job

Many workers are differentfrom each other

Work is what you do

Integration of career and life

Multidirectional career paths

High mobility; loyaltybased on growth and development

Competencies define the job



Ø Represents more and varied ways to grow and develop

Ø Expands focus from progression to growth and developmentin response to the flattening of hierarchies

Ø Describes multiple, virtual ways of working that criss-crosstime, location, and organizational silos

Why a “lattice” metaphor?


Ø Depicts multitude of networks through which employees canconnect and contribute, strengthening sense of belonging

Ø Extends peripheral view, addressing issues that groups suchas women and people of color have disproportionatelystruggled with



Our Implementation Journey



What can we as leaders can do…

ü Study the business case – how do emerging trends impact yourbusiness?

ü Perform an appraisal of the effectiveness of the organization’scurrent response

ü Observe the ebb and flow of career journeys—including your own


ü Identify champions and key influencers

ü Widen perspectives about what is possible

ü Ensure MCC decisions work for both the individual and thebusiness

ü Start with a simmer – consider piloting to establish proof of concept




19

Copyright © 2008 Deloitte Development LLC. All rights reserved.

WWW.MASSCAREERCUSTOMIZATION.COM

http://www.masscareercustomization.com/



Discussion

Documents

MASIE Mass Career Customization - A New Talent Model