In these unprecedented times, we are seeing clients taking stock of the short and long term effects of the “new normal.” We know that this new normal will be defined by more virtual work, more flexible work arrangements, and call for increased agility on the part of the organization and the individual. This is truly a fundamental shift. It means moving away from the tried and true hierarchical structure, profit-driven, and silo’d organization to one that is designed to enable agile, purpose-driven, network-based teams. We refer to this as an adaptable organization.
Posted by Chris Havrilla, on June 23, 2020.
The inspiration for our High-Impact Technology Strategy research was less about technology and more about solving a puzzle. Organizations spend big money on their HR technology and expect it to drive change and transform the HR function, the organization, and the overall workforce. But why weren’t they realizing the promise, outcomes, or value from their digital transformation? Why didn’t transformation occur? Our research shows the answer may be because organizations didn’t approach these factors like a puzzle.
Continue reading “Change your mindset about change”
Posted by Robert Davis on June 19 , 2020.
The Internal Revenue Service has issued Notice 2020-29 to give employers additional flexibility to allow employees to make mid-year election changes with respect to health coverage, health flexible spending arrangements (health FSAs) and dependent care FSAs during the 2020 calendar year. For FSAs with grace periods or plan years ending in 2020, the Notice also permits plans to let employees apply unused balances to expenses incurred during the remainder of 2020.
A Three-Part Series
Part 3: How can we improve the health care supply chain?
The last two blogs have focused on two distinct aspects of health care supply chain’s response to the COVID-19 pandemic – including what went wrong and what went well. Both blogs were focused on learning what we could from the immediate past, so we can plan for a more efficient and effective response in the future. The culmination of this series on health care supply chain’s response to COVID-19 will focus on that goal – how do we take what we have seen so far such as needed risk management & demand forecasting, rapid innovation, and collaboration across public and private sectors and make significant improvements for the future.
Facing significant workplace disruption, today’s organizations have had to quickly rethink their talent processes and practices. Top of mind for many of these organizations is how best to support remote work. One critical aspect of talent work is the design of virtual onboarding experiences. High-performing organizations1 understand the importance of addressing onboarding as a companywide, integrated initiative that promotes belonging and enables productivity.2 How can organizations use the “new normal” to reconceptualize the traditional onboarding experience to help individuals onboard virtually?
Posted by TiffanyMcDowell, India Mullady on June 4, 2020.
Imagine the tall glass skyscrapers of New York City. These pillars go dozens of stories in the air and inside them are thousands of individuals working towards common goals. But what if you need to connect these towers? How do you get the message across? Do you dig a tunnel underneath and relay on hidden or informal backchannels? Do you hire a private helicopter to shuttle a few select individuals from tower to tower, requiring great coordination and continued expense?
Posted by TiffanyMcDowell, India Mullady on May 27, 2020.
You don’t need to scrutinize your employees to boost their productivity. Surveillance, or watching from above during COVID-19’s work from home spike could be interpreted as virtual micromanagement. The initial reaction of some organizations has been to require their employees to download software that tracks website visits, key strokes, or even takes photos via their cameras to ‘prove’ they are working. These efforts ranging from standard IT security to more extreme invasion of privacy has left some employees feeling angry, hurt, and distrustful of their organization1.
In part one of our blog series on people analytics, See into the Future: The Crystal Ball of People Analytics, we explored the use of leading versus lagging measures (to look beyond the past and toward future-oriented inputs and actions) and how to frame future-focused questions. Both actions allow organizations to sense future-of-work impacts such as automation, the open talent economy, and the virtual workplace. Now in part two, we’ll explore how a listening architecture can develop an ongoing and actionable approach to sensing the future.
Communities of practice (CoPs) are groups of people who share knowledge on a specific subject, and they have always been a great way for organizations to share knowledge with and among colleagues. The COVID-19 crisis has shifted the way people work and forced many to work almost exclusively in virtual, remote workspaces, which has resulted in people becoming physically isolated from colleagues. As a result, the crisis has reinforced the strength of CoPs as a critical means of knowledge management within organizations.
A Three-Part Series: Part 2
Views of Health care Supply Chain’s Response to COVID-19
A Three-Part Series
Part 2: What went right?
COVID-19 has disrupted and challenged health care supply chain in unprecedented ways. In our first blog of this series, we explored the multiple factors that contributed to health care supply chain’s general inability to adapt and respond effectively to this crisis. Despite the complexity of this challenge, there are some areas in which the collective response excelled. This blog will focus on three areas in which much of health care supply chain thrived: (1) rapidly responding to these challenges with innovative technology, (2) new devices and techniques to expand the utilization / increase the conservation of existing products, and (3) increased collaboration in the private and public sectors.