Bersin by Deloitte Research Showing "Distributed HR" Allows Business to Keep Pace in an Increasingly "Glocalized" World to be

 Bersin by Deloitte Research Showing "Distributed HR" Allows Business to Keep
   Pace in an Increasingly "Glocalized" World to be Unveiled at IMPACT 2013

Bersin by Deloitte analysts to introduce "distributed HR" structure, new
research on developing leaders in China, performance management, talent
acquisition, HR and technology

PR Newswire

OAKLAND, Calif., April 4, 2013

OAKLAND, Calif., April 4, 2013 /PRNewswire/ --Bersin by Deloitte, a leading
provider of research-based membership programs in human resources (HR), talent
and learning, today announced that at IMPACT 2013: The Business of Talent®, it
will unveil "distributed HR," an emerging structure that empowers HR leaders
to make front-line decisions and respond faster to the unique needs of global
businesses adapting their products and services to the local markets they
serve. IMPACT 2013, an industry-leading research-based executive conference
for HR, learning and talent leaders and their teams, takes place April 22-25
at the Marriott Harbor Beach, Fort Lauderdale, Florida.

(Logo: http://photos.prnewswire.com/prnh/20130122/NY45906LOGO )

Business today finds itself on a continuum of globalization; some leaders
struggle to maintain control while others allow units to function
independently, jeopardizing performance alignment. Still others have developed
a hybrid structure, giving design authority to a centralized function but
distributing the responsibility to deliver to local offices. Bersin by
Deloitte research shows that increasingly, some organizations are blazing a
new trail. As their business grows ever more global and their product lines
become more locally-focused and varied, HR finds itself adapting a structure
that is similar to that of business.

"We call this new emerging structure 'distributed HR,'" said Dr. Brenda
Kowske, Bersin by Deloitte senior analyst, human resources, Deloitte
Consulting LLP. Dr. Kowske will present her findings at IMPACT 2013 in a
presentation titled The Strategy and Structure of High-Impact HR. "With this
structure, HR leaders house HR within the business and shift much of the
decision-making authority from corporate to the front lines. Armed with strong
HR infrastructures and a network of experienced HR professionals, HR designs
and delivers its programs from within the business unit."

The research, based on analysis of 280 senior HR leaders' survey responses,
aimed to determine the structural characteristics most indicative of HR,
managerial, leadership and organizational performance. It shows a need to
newly define the role of HR business partners, often called "HR generalists."
Until now, the role of these executives was to "serve" and "support" business
leaders and staff, using the expertise of the Centers of Excellence for
support.

"Our research and many conversations with clients show that successful
organizations do things differently, distributing HR so that front-line HR
professionals are empowered to make decisions and both design and deliver
programs," said Josh Bersin, principal and founder, Bersin by Deloitte,
Deloitte Consulting LLP. "We call this high-impact HR."

Distributed HR is the structure revealed when high impact characteristics are
expressed in one functional organization chart. High-impact HR organizations
exhibit several important behaviors. For example, these organizations:

  oDistribute a greater degree of authority and intelligence into HR teams
    within the business. This means a different structure and more "authority"
    and "expertise" within each business unit. It breaks down the traditional
    "center of expertise" structure.
  oCreate "networks of expertise," not only "centers of expertise," and let
    senior talent professionals relocate into the business where needed. This
    creates an external intelligence function that helps HR continuously
    improve and evolve as new talent solutions are discovered.
  oSpend more time and money building the skills of the HR team. Every HR
    professional should have a development plan to deepen their expertise in
    the disciplines of HR as well as the business itself. High performing
    companies indicate that the new HR professional should have 50 percent MBA
    skills and 50 percent HR skills. These professionals are supported with a
    strong HR practice infrastructure.

Bersin by Deloitte analysts will provide a preview of findings from several
recent and upcoming published studies through their presentations at IMPACT
2013. These include:

  oLeadership Development in China: Building Bench Strength in one of the
    World's Largest Marketplaces, Dr. Katherine Jones, Bersin by Deloitte lead
    analyst, HCM technology, Deloitte Consulting LLP; Karen O'Leonard, Bersin
    by Deloitte lead analyst, benchmarking, Deloitte Consulting LLP
  oMaking Informed Hiring Decisions: The Value Proposition for Pre-hire
    Assessments, Kim Lamoureux, Bersin by Deloitte lead analyst, leadership
    and succession, Deloitte Consulting LLP; Charles Handler, president and
    founder, Rocket-Hire
  oCreating the Agile Organization, Stacia Sherman Garr, Bersin by Deloitte
    lead analyst, Deloitte Consulting LLP;  Gloria Stinson, vice president,
    organizational development and learning, Adobe Systems
  oThe HCM Technology Rodeo: What They Sell, What We Buy, 
    Dr. Katherine Jones, Bersin by Deloitte lead analyst, HCM technology,
    Deloitte Consulting LLP
  oWorkforce Analytics,  John Fiore, principal, Deloitte Consulting LLP; Brad
    Lipic, manager, Deloitte Consulting LLP
  oDelivering Competitive Advantage: Managing Your Talent Acquisition
    Function, 
    Kim Lamoureux, Bersin by Deloitte lead analyst, leadership and succession,
    Deloitte Consulting LLP;  Jessica L. Baker, vice president, global head of
    recruitment, BNY Mellon Investment Management

An on-site Sponsor Showcase will feature nearly 20 solution providers with
technologies and solutions for a variety of HR uses, including talent
acquisition, assessment, e-learning, learning, performance management, talent
management, and talent measurement.

Full details, including the conference agenda, session descriptions, speakers
and information about the workshops are available at
http://impact.bersin.com/. Bersin by Deloitte research members may register
for IMPACT 2013 for $1,295. Non-members may register for $1,495. Special hotel
room rates are available through April 5 on a space-available basis.

Those interested in learning more about Bersin by Deloitte or its WhatWorks®
membership may email info@bersin.com or call (510) 251-4400.

About Bersin by Deloitte
Bersin by Deloitte delivers research-based people strategies designed to help
leaders and their organizations in their efforts to exceptional business
performance. Our WhatWorks® membership gives Fortune 1000 and Global 2000 HR
professionals the information and tools they need to design and implement
leading practice solutions, benchmark against others, develop their staff, and
select and implement systems. A piece of Bersin by Deloitte research is
downloaded on average approximately every minute during the business day. More
than 5,000 organizations worldwide use our research and consulting to guide
their HR, talent and learning strategies. For more information, please visit
http://www.deloitte.com/bersin or http://www.bersin.com.

As used in this document, "Deloitte" means Deloitte Consulting LLP, a
subsidiary of Deloitte LLP. Please see http://www.deloitte.com/us/about for a
detailed description of the legal structure of Deloitte LLP and its
subsidiaries. Certain services may not be available to attest clients under
the rules and regulations of public accounting.

SOURCE Bersin by Deloitte

Website: http://www.bersin.com
Contact: Laura Evenson, Communications, Bersin by Deloitte, +1 415-465-2711,
levenson@deloitte.com
 
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