Digital Adoption Platforms: A people-centered solution to successful technology adoption

Posted by Jennifer Cohorst, Karin Zonder,and Stav Agmon on November 01, 2019.

The Digital Revolution is upon us, and to understand the impact, some experts are calling it the fourth industrial revolution. New technology is being introduced at an unprecedented rate, and jobs are changing in ways that require humans to integrate WITH technology to do their jobs. This new way of working can only be successful with people as the priority and at the center of work. One people-centered solution to help companies manage the challenges that come with this digital revolution is Digital Adoption Platforms (DAPs). They help people work effectively with technology in the flow of work.

Training for superjobs: How can you help people be ready?

Q&A from our Superjobs Dbriefs webinar

Posted by Michael Griffiths and Julie Hiipakka on October 30, 2019.

Participants in our Dbriefs webinars always ask great questions, but we often run out of time to address them. Our recent Superjobs Dbriefs was no exception—so many great questions, so little time. Superjobs are an evolving concept from our 2019 Global Human Capital Trends report, reflecting a future where work is reimagined to enable people and technology to work together in new ways. We previously covered a question about superjobs and remote work. Now we’d like to address a question that asked: How do you see training evolve when trying to prepare employees currently in traditional jobs to be ready for superjobs?

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Consider, Connect, Craft: 3 ways to improve compensation communication

By leading the compensation conversation, you can help foster engagement and forge stronger relationships with your people.

Posted by Krista Bassett, Jenny Gunckle, Melissa Yim, and Doug Tapp on October 24, 2019.

The days of squelching conversation about compensation are over. Not only are people more open to discussing their own pay, but they also have more ways than ever to compare your organization’s compensation practices to others. Leading organizations recognize that the conversation is already happening and are taking the opportunity to lead the discussion. Taking a cue from their practices can help improve the quality of your messages, the effectiveness of the conversation, and the outcomes for you and your workers in terms of strengthening both engagement and your ongoing relationship with each employee in your business.

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Superjobs and the remote workforce

Q&A from our Superjobs Dbriefs webinar

superjobs.pngPosted by Arthur Mazor and Kathi Enderes on October 22, 2019.

Superjobs are an evolving concept we saw in our 2019 Global Human Capital Trends research, reflecting a future of work where people and technology work together in new ways. During our recent Dbriefs webinar on superjobs, participants raised a number of interesting questions that we wanted to explore more fully. One question asked: As companies try to find talent and skills to fill these superjobs, what trends are you seeing regarding companies adopting and understanding a remote workforce? And, a related question, Do you see certain industries, or [certain] sized industries, taking a lead in this area?

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Using goals to drive productivity: Set the STAGE!

Posted by Kathi Enderes and Nehal Nangia on October 17, 2019.

Let’s imagine that you’re focusing on your health and fitness and want to incorporate walking into your daily routine. Without setting a goal of how many steps to take every day, you’ll likely not get better at walking more, and without monitoring your progress along the way, you won’t know if you’re achieving your goal. The same is true for performance management—and the stakes are higher, considering that this is an activity that feeds into your career, growth, and compensation. If you aren’t clear on what you’re trying to achieve and aren’t getting regular updates on your progress, it will be difficult for you to be productive—hence the business case for goals.
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Transforming performance management? Start with the end in mind

Part 2 of a 3-part series

Posted by Joan Goodwin, Diane Morris, Greg Scott, and Josh Davis on October 16, 2019.

We’ve all been cautioned about the importance of preparation before taking action. This can be especially true for performance management transformations – sometimes organizations are so eager for change that they jump right in and fail to consider what they are truly hoping to achieve. In this post, we’ll explore how organizations can set themselves up for achieving the expected results by starting from a place of intentional exploration.

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Elevating the Workforce Experience: The Personal Lens

Posted by Jannine Zucker, Maribeth Sivak, and Gabe Stavsky on October 11, 2019.

Organizations have long recognized that focusing on the customer experience is vital to the success of the company. While the emphasis on the workforce experience has gained traction in recent years, it still lags behind. With the US unemployment rate dropping to 3.6 percent in May of 2019, its lowest since December of 19691, attracting and retaining talent is becoming increasingly more difficult—and more important—in a tight labor market. Top performers left unsatisfied can cause major disruption and challenges within organizations.
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Activating the digital workplace to drive M&A value

Posted by Ami Louise Rich and Ed Alexander on September 27, 2019.

M&A deals are inherently optimistic—why would companies merge, acquire, or divest if they didn’t expect positive outcomes? But post-Day One reality doesn’t always live up to the expectations set during diligence, and not only because the numbers don’t add up. People issues in the form of culture clashes and negative employee experiences can also erode or even erase anticipated deal value. Offering a distinctive, digitally enabled employee experience even before Day One can eliminate common roadblocks and lay the groundwork for the new organization and its people to hit the ground running and thrive.

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4 practices that design tomorrow’s companies today

Posted by David Mallon and Timothy Davis on September 25, 2019.

Change is at the forefront of the current business landscape—from broader changes in society and technology to shifts in how leaders need to operate and how talent is retained. As business leaders embark on designing the organization of the future, it’s more critical than ever for them to consider business strategies that keep innovation, flexibility, adaptability, and efficiency at the core. Our High-Impact Organization Design study1 identified areas in which organizations are reinventing themselves, and we explored them in our recently published findings article, Six Top Findings for Designing Tomorrow’s Companies Today.2 In this blog post, we highlight four practices companies executing successful organization design efforts typically use to help combat today’s turbulent times.
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