Deloitte, Bersin & McKinsey HR Maturity Models
HR maturity models help you see where your HR function stands—and what it takes to reach the next level. This page compares the most influential frameworks used today.
Maturity models are a critical tool for HR leaders looking to evaluate current performance, set goals, and prioritize investments. They provide a structured way to understand how HR functions evolve—from administrative support to strategic enabler.
This page reviews and compares three of the most recognized HR maturity models: those developed by Deloitte, Josh Bersin, and McKinsey & Company.
Why Use a Maturity Model?
A maturity model offers:
- Clarity: It defines what “good” looks like at each level of HR sophistication.
- Roadmapping: It guides transformation and helps prioritize where to invest.
- Benchmarking: It allows comparison with industry peers.
- Alignment: It helps HR leaders speak the language of business strategy.
Deloitte’s HR Maturity Model
Deloitte’s model is built around five maturity stages, emphasizing how HR supports and drives business outcomes.
Stages:
- Administrative – Basic personnel management, largely reactive.
- Compliance-focused – Policy-driven, focused on risk and legal alignment.
- Efficiency-driven – Streamlined processes, often tech-enabled.
- Strategic Partner – HR aligns with business goals, helps drive change.
- Anticipatory – HR is predictive, data-driven, and shapes future workforce needs.
Deloitte emphasizes analytics, digital tools, and culture as levers to accelerate progression.
Bersin by Deloitte HR Maturity Model
Josh Bersin (formerly Bersin by Deloitte, now part of The Josh Bersin Company) introduced a capability-focused model rooted in talent practices and business alignment.
Four Levels:
- Transactional HR – Fragmented processes and minimal integration.
- Functional Excellence – Centers of expertise, improved tools, process optimization.
- Business Partnering – HR embedded in business decisions.
- Integrated Talent and Business Strategy – Unified talent strategy, strong use of analytics, agile practices.
This model is especially useful for talent-driven organizations focused on high performance and workforce innovation.
McKinsey’s HR Operating Model & Maturity Perspective
While McKinsey doesn’t offer a branded “maturity model” in the same sense, their HR operating model includes a powerful maturity lens tied to business enablement and organizational agility.
Key principles:
- Three archetypes: Service provider, experience architect, value driver.
- Maturity is measured by the strategic value HR delivers, not its size or structure.
- Focus on capabilities like analytics, transformation, change leadership.
McKinsey defines mature HR organizations as those that:
- Deliver measurable impact on business performance
- Drive enterprise-wide transformation
- Are adaptive and resilient, not just efficient
Model Comparison Table
| Model | # of Stages | Core Focus | Strengths | Ideal For |
|---|---|---|---|---|
| Deloitte | 5 | Business enablement & analytics | Clear path from admin to anticipatory | Large orgs, digital transformation |
| Bersin | 4 | Talent strategy & agility | Talent-centric evolution | HR teams focused on people-first |
| McKinsey | N/A | Strategic role of HR | Business integration, transformation | Exec-level HR transformation |
How to Choose the Right Model
The best model depends on:
- Your organizational goals
- Where your HR team stands today
- Whether you’re focused on structure, people, or impact
Applying Maturity Models in Practice
To make these models useful:
- Assess your current state with stakeholder input and data.
- Align the model’s dimensions with your business and HR strategy.
- Prioritize areas where progress would drive the most value.
- Communicate the journey clearly to HR and business leaders.
- Measure progress with meaningful KPIs and milestones.
Understanding HR maturity models allows you to benchmark your function, create strategic alignment, and design a transformation journey that reflects both where you are—and where you need to be.