As Bersin’s™ recent High-Impact Performance research indicates, the discipline of performance management is in the midst of deep and fundamental changes.1 As this evolution has moved from the halls of HR, to the C-suite, to the popular press, and the forefront of many employees’ minds, we’ve noticed that a couple of key terms have come to be used interchangeably along the way—specifically, ratings and rankings. This blog offers a quick perspective on how Bersin uses these terms and why we think it is important to distinguish between the two.
One of the four shifts for the Future of HR
Three futures are happening now simultaneously: Future of Enterprise, Future of Workforce, and Future of How Work Gets Done, causing a new Future of HR to emerge. We’re exploring each of the four shifts HR needs to make to step into the future: mind-set, focus, lens, and enablers. Today, we’re looking at HR through a different lens, one that sees HR moving from a history of compliance and control to strategic partner, and now toward trust, empowerment, and business leadership enabled by a High-Impact HR Operating Model that helps HR flex to meet dynamic business needs.
There is growing debate in the market around the size and growth trajectory of the gig economy. Some prior research is being backtracked and some earlier projections are being tempered; all the while, research is emerging with new conclusions. There are some fundamental questions here. How should we define the gig economy? What are the different parts of the alternative talent economy? What data sets can, and should, we use to explore the demographics and economic impacts of the gig or alternative workforce? Perhaps more importantly, what current workplace and workforce supply and demand trends can provide insights on how to best guide organizations to prepare for the future?
Posted by Michael Gretczko on February 12, 2019.
As organizations transition from business enterprise into social enterprises that meld business and social purposes, they have to leverage their human capital more effectively. Doing so is key to not only driving performance but also arriving at and navigating the crucial intersection where performance meets purpose. So what does it mean to make best use of people’s skills and abilities, especially when the future of work includes robots and people working side by side?
As the Deloitte 2018 Human Capital Trends study highlights, the power of the individual is growing. And it’s being propelled by the rise of the social enterprise, a massive shift in which organizations are no longer judged solely on business performance, but on their relationships with their communities and their impact on employees, customers, and society at large. It’s a shift that is exacerbated by today’s hyper-connected world where individuals can research companies instantaneously and express their perspectives—anywhere, at any time. The new dynamics of the workplace are having a profound impact on how employees view their careers and, in turn, how employers need to approach talent management.
Sure, but first we need to reinvent 21st-century careers for century-long lives
Of all the trends and topics we talk with organizations about, there’s one that consistently causes an almost visceral response: careers. The way careers are changing, the evolving relationship between workers and employers, and what it even means to have a career today are causing people a lot of anxiety, both in the business context of managing a workforce and personally, as individuals managing their own work life. Is all the angst warranted? There’s no doubt careers have changed and will keep changing, and with change comes uneasiness. But there’s also great opportunity for reimagining and reinventing rewarding careers.
The importance of TA analytics
Finding the right high-performing talent is a key imperative in today’s highly competitive market—it’s tough to win with less-skilled, less-motivated, and less-culturally-matched people on your team. And business executives are keenly aware of this fact—Quality of Hire (QoH) is the Talent Acquisition (TA) outcome that matters most. Here’s a look at some ways to measure it.
Digital is quickly evolving from “a way” of operating to “the way” work gets done. Technology is only part of the story, an enabler rather than the end goal. Digital enterprises understand this distinction, exhibiting these eight traits to mature from simply doing digital to being digital.
The “arms race” for more capable talent has led many companies to acquire startups in order to fill emerging needs. This trend of “acqui-hiring” is becoming more popular than ever, and it’s not just larger tech companies buying smaller ones. Increasingly, companies across all industries and sectors are buying tech startups to close the talent and innovation gap. But while an acqui-hire can offer a more expedient path to the right talent mix, the workforce integration is far from simple.