As organizations manage constant disruption, they need workers who are prepared—and equipped—to be continuous learners. But many organizations are not taking the necessary steps to offer the full spectrum of learning opportunities to their people.
Part 3 of a 3-part series
Posted by Joan Goodwin, Diane Morris, Greg Scott, and Josh Davis on Febuary 06, 2019.
The pressure is on. Many organizations are realizing their performance management approaches aren’t suitable for the new realities of work and certainly aren’t agile enough to meet future needs. In fact, as reported in a recent Human Capital Trends, 79 percent of executives rate redesigning performance management a high priority, with 38 percent calling the problem “very important.” Continue reading “Transforming performance management? Part 3: Invest for success”
Posted by Maribeth Sivak, Jennifer Rome, Gabe Stavsky, and Jannine Zucker on February 04, 2019.
For a while now, the digital experience in people’s personal lives has long surpassed their digital experience at work. We’re able to connect with others and share ideas quicker than ever (social media platforms). We have access to information and content anytime, anywhere (mobile, tablets, smartwatches). And there are an abundance of intuitive self-service applications and tools that make our lives simpler and easier every day. Individuals have now come to expect the same superior, high-touch experience at work as they do in their personal lives. According to Salesforce research, 71 percent of employees want the same level of technology at work—simple, intuitive, and easy—as they have in their personal lives.1 Continue reading “Elevating the workforce experience: The digital lens”
It’s January, and we’re starting another year in a brand new decade. Like many of you, I’ve made some personal resolutions, but I also like to include professional resolutions. A few years ago, I resolved to use internal communications as a way of creating meaningful connections between employees and the organization. I didn’t know how to begin, so I ended up abandoning the goal and becoming one of the millions of people who give up on their New Year’s resolutions. That did not sit well with me, so I took some time to determine what went wrong. I quickly realized my original goal had been too broad, and if I wanted to be successful with my communications resolution, I needed to simplify my approach. My solution? Ask these simple questions. Continue reading “Sharpen your 2020 communications strategy with a simple New Year’s resolution”
Bersin’s most recent High-Impact Talent Acquisition study1 found that high-performing talent acquisition (TA) functions are building the workforce of the future through deep integration with the business, a strong focus on relationships, experimenting with technology, and reinforcing the organization’s people culture. However, many TA functions continue to operate in isolation, often lacking a connection to or an influence on business strategy.
Posted by Dikla Hevion on January 30, 2020.
“The only true wisdom is in knowing you know nothing,” said Socrates. Most organizations are well aware that knowledge is key to achieving their business goals and that efforts should be invested in collection, classification, formalization, and distribution of it, but true wisdom is in knowing how to capture and organize the knowledge you don’t know exists—the tacit knowledge. Organizations struggle with how to do this effectively with the traditional approaches to knowledge management. So, do traditional approaches to knowledge management activities suffice for managing the organizational knowledge and wisdom? To answer that question, we need to address the difference between explicit and tacit knowledge.
Posted by Brad Podraza on January 28, 2020.
For the past 20 years, Deloitte Consulting LLP has conducted a biannual global survey of shared services executives. While service delivery models are always evolving, the world’s largest companies are increasingly shifting to more digital, global, and multifunctional models that are expected to provide more nimble and efficient services, stronger customer service, and high-impact business outcomes. For that to happen, however, the talent side of the shared services center (SSC) or global business services (GBS) needs to be at the top of its game. Continue reading “Trends in shared services reveal talent strengths and opportunities”
If you’ve ever found yourself navigating a major acquisition or divestiture, you know there is a long road of unknowns – a winding path of critical decisions that rarely feel like they’re made based on complete, quality data. This only becomes more apparent when thinking about the organization – how it’s structured and led, how to retain and engage key employees, and how work will get done in the short and the long term.
With the ongoing struggle to hire top talent, organizations are looking for ways to improve the candidate journey, which is focusing a magnifying glass on the interview experience itself. If you look at any organization’s interview reviews on Glassdoor, there’s a pretty good chance you’ll see negative comments on the interview experience. The interview process can be painful not only for the candidate but also for the interviewer, and that can affect an organization’s ability to hire—hence suffering a “death by interview.” Continue reading “Death by interview: Reviving the experience”
From Zen garden to the arena
Billions of dollars are spent annually on leadership development programs,1 yet many organizations continue to struggle to develop the leaders necessary to address pressing business challenges. Continue reading “Bring your own problem(s): Leader development reimagined”