What companies do differently in a full employment market

Posted by Peter Rumsey and Cathy Gutierrez on March 3, 2020.


In 2019, the United States saw job gains end after 108 straight months, and the unemployment rate fell to a half-century low in what seemed like never-ending economic expansion. However, new economic signs in 2020, like a more volatile stock market and slowing global growth, point to economic downturn and maybe even a recession.

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Do I Need a Graphic Designer?

Debunking Common Myths About Internal Branding

Posted by Melissa Yim, Heather Shaw, and  Jodie Walls on February 28, 2020.

Take a moment and think about a familiar brand—one you can recognize without ever seeing the name. When you see the logo, hear the jingle or recognize a product, you immediately know what to expect.

Internal branding for your employees is similar. A critical element of communications strategies, your internal brand’s visual elements bring your mission, vision and values to life through purposeful color, relevant design, and photography. That’s why it’s important for you to review and refresh your organization’s look on an annual or bi-annual basis. It can help to deliver messages in a new way and spark employee engagement. With so many other pressing commitments, this can feel overwhelming, so you might be tempted to push it to the back burner. But it doesn’t have to be a huge, daunting or expensive undertaking.

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Leadership development reimagined: Developing leaders in the flow of work

BYOC uses current business challenges as content for leader development

Posted by Wayne Robinson, Neil Alger, Kyle Sandell, Natalie Elghossain on Febuary 21, 2020.

“I never teach my pupils. I only attempt to provide the conditions in which they can learn,” said inventor Albert Einstein. As discussed in our first blog post in this series, in some cases, traditional leadership development programs are failing leaders by attempting to teach leadership divorced from the realities of their day-to-day work.1 Instead of focusing on teaching skills in an artificial environment, we argue for creating the conditions within the “flow of work” for effective problem-solving while developing problem-solving skills required to successfully lead in the future. We believe that problem-solving is the most critical leadership capability for leaders in a complex and ever-disruptive world. How do leaders develop those critical problem-solving skills The Bring Your Own Challenge (BYOC) methodology.

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Is your contingent workforce program becoming obsolete?

Posted by Brian Proctor, Kathryn Charlton, Dana Flynn-Rea and Dave Yerks on October 4, 2017.

Your organization, like most of those we see, is probably already incorporating contingent workers in your talent mix, and likely seeing year-over-year increases in the number of contingent workers in your workforce. In Deloitte’s 2016 Global Human Capital Trends report, 51 percent of global executives surveyed said they plan to increase or significantly increase the use of contingent workers in the next three to five years, with only 16 percent expecting a decrease.1 But, even if you think your contingent workforce program has been up and running efficiently, it’s important to revisit it regularly. The contingent market is evolving rapidly, and keeping your program on autopilot could risk it falling far behind.

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Using people analytics to improve health care performance

Using people analytics to improve health care performance

Posted by Brian Augustian on August 18, 2017.

Health care providers tend to lag other industries in the adoption of new business processes and technologies, and we find this to be consistent in the industry’s use of big data and analytics to improve organization performance. This is likely due to a number of factors, including the nature of health care work, tight financial margins and limited funds, and historically conservative cultures. Yet, the successful use of data analytics in other industries could indicate that it’s time for health care systems to up their game.

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Capabilities and containers

Both should be developed for Business HR impact

Posted by Arthur Mazor, Gary Johnsen, and Joanne Stephane on June 29, 2017.

Innovative companies realize the importance of driving performance and productivity through their workforce. Because of this reality, many business leaders have increasingly turned to HR to design programs that attract, develop, engage, and retain the very best talent and deploy solutions that support a culture of innovation. Historically, Business HR resources, commonly known as HR business partners, are expected to provide strategic consulting and coaching needed to guide the business in managing their workforce. Organizations have had, at best, mixed results. Rather than dialing up the strategic repertoire, many HR business partners continue to be mired in delivering administrative services, with little change since the 1990s.1 Why is this? How do we get out of this predicament?

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Reorganizing for the future: Eight federal workforce perspectives

Two truths and a lie
Posted by Jacqui Winters, Maurita Benjamin, Alex Braier, and Ana Lapter on June 15, 2017.

With the President’s March 13, 2017, signed Executive Order (EO), each federal agency has an opportunity to rethink its operations to improve the efficiency, effectiveness, and accountability of the organization. The guidance issued by the Office of Management and Budget (OMB) on April 12 provides additional direction to agencies, specifically around six factors to address in their plans, to include workforce reductions and cost savings. Each agency is required to submit an initial plan to OMB by June 30 with a final plan due on September 30.

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Three keys to making culture change stick

Posted by Marc Kaplan on April 18, 2017.

Culture is top of mind for leaders around the world and has become widely recognized as a competitive advantage in executing organizational strategies. Organizations need to be ready and able to adapt their culture as their strategies evolve. Deloitte research found that 86 percent of executives surveyed rate culture as “very important” or “important,” and 82 percent say “culture is a potential competitive advantage.”1 However, the same survey revealed that only 12 percent of companies believe their organizations are driving the “right” culture. This may not sound like an issue, but research shows that when culture and strategy are aligned, companies can show as much as 50 percent differential in performance,2 certainly something worth working toward.

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Mission, meaning, and Millennials

Mission, meaning, and Millennials

Posted by Sonny Chheng and Alyson Daichendt on April 6, 2017.

People need meaning and purpose in their lives to do worthwhile things. Why we do what we do, and what good it creates, are essential parts of being human. This also holds true for our lives at work. The corporate mission is not just for show—mission statements matter. When well-articulated and intentionally activated, they enable us to sit inside a nest of meaning that helps motivate us to work toward something worthwhile. If the mission is just about making money, it is not deeply meaningful.

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