FOR IMMEDIATE RELEASE
Deloitte: Pivotal Voted the Ultimate Award Recipient in the 2017 WhatWorks® Award Program
Finalists including Amdocs, IBM, MetLife Inc. and Chevron demonstrated programs that empower their people to innovate, collaborate, and use new tools to reimagine HR, talent, and learning
OAKLAND, Calif., August 1, 2017 — Deloitte today announced that Pivotal®, a company accelerating digital transformation for startups and enterprises, was selected as the Ultimate Award Recipient of Deloitte’s 2017 WhatWorks® Award Program. Results of the WhatWorks Award Program, which recognizes innovation and excellence across the critical areas of high-impact human resources, learning and talent, were announced May 24 at Bersin by Deloitte’s annual research conference, IMPACT 2017, at The Diplomat Beach Resort in Hollywood, Florida.
Pivotal presented its achievements alongside other finalists during a special plenary session with IMPACT 2017 conference attendees. Pivotal and the other finalists, which included Amdocs, IBM, MetLife Inc. and Chevron, demonstrated programs that empower their people to innovate, collaborate, and use new tools to reimagine critical HR, talent and learning practice areas, including talent acquisition, leadership development, learning, talent management, and people analytics. Bersin by Deloitte analysts and other industry leaders chose the finalists based on anonymized submissions. HR professionals attending the WhatWorks Award Program presentations voted to select the ultimate award recipient. Pivotal and the additional finalists are featured in the print and digital editions of Human Resource Executive magazine’s combined July/August issue.
“Pivotal was chosen from more than 230 contenders and recognized for its agile, efficient, and effective approach to talent acquisition,” said David Mallon, head of research, Bersin by Deloitte, and vice president, Deloitte Consulting LLP. “IMPACT attendees recognized Pivotal for developing a program that uses video tailored to candidates to help improve response rates significantly, and for developing a practical interviewing technique that is so efficient and effective that other internal departments and even some of Pivotal’s clients now apply the same method to their interviews. Similarly, WhatWorks Award Program entries in all categories demonstrated that many HR leaders already are experimenting with the future by embracing new technologies and approaches, and are succeeding because of it.”
Pivotal’s modern and progressive approach to interviewing screens for key behaviors and skills such as empathy, communication and willingness to learn, rather than just technical expertise. The interview process includes working alongside a Pivot — a Pivotal employee — on a real customer problem, giving candidates an authentic feel for the job, while giving Pivotal hiring managers real-world insight into how the candidate solves problems.
“Pivotal’s progressive approach to recruiting and interviewing is designed to prioritize 10X’ing your team over finding a 10X engineer. Moreover, we believe coding is a social activity. In fact, we’re testing you to see how social you can be around coding,” said Joe Militello, chief people officer, Pivotal. “It’s an approach that has drastically boosted candidate response rates, and ensured a mutual fit between candidates and Pivotal, as well as leading to attrition rates that are now 2.7 percent lower than the U.S. industry average.”
Among the finalists was MetLife Inc., a finalist in the Enabling High-Impact Learning category.
Additional WhatWorks categories and finalists are:
Developing Tomorrow’s Leaders: Amdocs, a leading software services provider serving communications and media companies around the world, came out on top in this category for Shapers, a nine-month program designed to help individual participants achieve specific objectives. These include unleashing employee potential; providing disruptive leadership tools and skills; and creating a powerful network of individuals across the organization. The program included several distinct phases, including a boot camp that offered exposure to new market trends, global perspectives and ground-breaking practices; and a “Hot House” in which the group assembled for five days for proof-of-concept tests and creation of marketing collateral. An internal analysis put the potential revenue value of the ideas generated by the program at almost $1 billion. In addition, Shapers proved to be a valuable talent retention program.
Optimizing Talent Management: IBM ranked first in this category with a new talent management approach that integrated previously siloed HR functions. This automated experience nudges managers to take key actions to help make employees happier and more successful. At the touch of a screen, managers can access information on internal mobility, feedback, compensation, skills and attrition-risk mitigation. The platform provides employee job-matching recommendations to help facilitate career conversations, goal-setting and feedback discussions. It also reflects manager and employee actions, such as when an employee takes a class, receives a promotion, or goes on vacation. IBM has rolled out the program to a quarter of its manager population, impacting more than 120,000 employees in 170 countries. HR executives attributed $60 million in sales to the program through a two percent reduction in attrition. At the same time, the solution has led to a three percent increase in promotion rates and 450 employee placements.
Transforming HR With People Analytics: Chevron, a global and integrated energy company, finished first in this category by building analytics capabilities across the enterprise to support business strategies with better, faster workforce decisions informed by data. The team created a community of practice (CoP), a virtual network of people who do people analytics work, to promote cross-team learning and to help business units around the world solve common problems through data. As part of the CoP, Chevron developed an in-house workforce analytics (WFA) curriculum to expand the skills of employees working with data and analytics. The people analytics team also created a hub of expertise and governance called the center of expertise (CoE) which is staffed based on analytics capabilities, opening the door to non-traditional hires like data scientists, engineers and physicists who brought technical skill and diversity of thought. The CoE eliminated nearly 100 hours of redundant reporting from a business unit, and there are now standardized metrics with greater than 99 percent accuracy.
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