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Federated Model

A "federated model" has a small core team that manages some technology and corporate programs, and empowers business and functional units to run their own training programs.

Related Research

High-Impact HR: A Primer on HR Models
HR Org. & Governance | 10/08/2014 | This research report provides a quick overview of the evolving functions and structures of modern HR and serves as a primer to our industry study, High-Impact HR: Building Organizational Performance from the Ground Up.
High-Impact HR: Building Organizational Performance from the Ground Up
HR Org. & Governance | 07/24/2014 | In this industry study, we take a fresh look at today’s talent needs and showcase how our new HR architecture, comprising five high-impact HR design principles, drives overall organizational performance.
Simply Irresistible: Engaging the 21st Century Workforce
Talent Strategy | 05/07/2014 | From Bersin by Deloitte IMPACT Conference 2014. This keynote presentation by Josh Bersin, styled as a PPT report, discusses how to build the “Irresistible Organization,” and how the concepts of employee engagement and retention have to radically change.
The Diversity and Inclusion Framework: A Guide to Transforming Organizations
Diversity & Inclusion | 03/31/2014 | This report describes the Bersin by Deloitte Diversity and Inclusion Framework, which discusses designing a diversity and inclusion strategy, governance and management of a diversity and inclusion function, and designing and implementing diversity and inclusion solutions.
Talent Development Reporting Principles (TDRp): An Emerging Standard for Learning and Talent Measurement
HR & Talent Analytics | 08/20/2013 | This webinar introduces the TDRp framework. Josh Bersin and Dave Vance will discuss how it can help practitioners plan, measure, and manage to deliver business impact using a standard, yet flexible, approach.
Predictions for 2013: Corporate Talent, Leadership and HR—Nexus of Global Forces Drives New Models for Talent
Talent Strategy | 01/08/2013 | This year our predictions fall into three broad areas—business leadership and talent; HR technology, tools and markets; and, HR organization, strategy and leadership.
Learning Management Systems Provider Comparisons, Market Map™ and Provider Profiles 2013
Learning Tech | 11/15/2012 | In Solution Provider Comparisons, Market Map™ and Provider Profiles 2013, we provide a detailed view of the learning management systems (LMSs) market, profiles of the top providers and our proprietary Market Map™ to help buyers to understand the positioning of providers.
Key Findings: Becoming a High-Impact Learning Organization
Organization & Governance | 08/29/2012 | In this report, we share the overall findings from our 2012 iteration of this study, including both key trends and critical points of differentiation between high-impact learning organizations and the rest.
Governance of the High-Impact Learning Organization
Organization & Governance | 08/29/2012 | High-impact learning organizations are strategic partners. They stay aligned with the business priorities through governance, planning and communicating about learning throughout the business. In this report, we provide a three-tiered approach for governance, advice on who should participate in L&D governance and a governance maturity model to evaluate your current level of governance maturity.
Organizing the High-Impact Learning Organization
Organization & Governance | 08/29/2012 | Finding the optimal organizing structure is something with which many organizations struggle. The best model is the one that maximizes your organization’s competitive advantage, is intentionally and strategically aligned to the business, and is efficient and effective for meeting business and customer needs.