Why workforce transformation is critical to the future of work

Posted by Kathi Enderes and Mike Kemp on September 24, 2019.

Expansions in technology, global connectedness, and changing workforce and customer expectations are presenting new opportunities for organizations. But expansion typically brings disruption, as well as pressures and confusion on how to best cope with change. These changes are bringing about the future of work, with accompanying implications for work itself, the people doing the work, and where the work is done. Traditional concepts of talent management and workforce planning only partially address the situation of rapid change. The new world of work requires a holistic, agile, and responsive approach—one that continuously rethinks work, the workforce, and the workplace to accomplish a balanced set of outcomes. The time to understand and implement that approach is now.
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Why people despise performance management—and 3 ways to avoid that

Posted by Kathi Enderes on August 8, 2019.

In the quest to create meaningful experiences for the workforce, there may be no area in which organizations have stumbled as much as they have over performance management. The never-ending litany about appraisals and reviews, ratings and rankings, biases and unfairness has made clear what’s wrong with performance management and how workers can become disengaged with the process. Not surprisingly, our research identified an abysmal Net Promoter Score (NPS®) 1 of –60 for performance management.2 But we’ve heard enough of how performance management is despised. Now we need to hear more of how organizations can go about making it better—and how to get it right.

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Why performance goals matter—and 4 strategies to improve them

Posted by Kathi Enderes on August 6, 2019.

Who hasn’t set a goal to get more fit, learn a new language, or take a dream vacation? We frequently use goals in our personal lives because they help us stay focused on the things we want to achieve. Sometimes we set goals but we aren’t quite ready to achieve them. If you haven’t exercised in a few years, running 10 miles your first time back in sneakers might be overly ambitious. But a 10-mile run could be totally achievable with the right preparation. Just like individuals, organizations use goals to stay focused and achieve success. And just like individuals, organizations sometimes set goals that don’t lead to the outcomes they want or expect. But, the right prep work can get them there.

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Help yourself, help others: HR Tech Strategy Survey

Posted by Chris Havrilla, Erin Spencer, and Charu Ratnu on July 9, 2019.

Organizations around the world have invested billions of dollars in HR technology over the past year. In the 2019 Deloitte Global Human Capital Trends report, 74 percent of respondents cited HR technology as important or very important, and the same percentage will increase their level of investment in HR technology in the next three years.1 Yet few believe they are getting the outcomes or value they expected from that spend. Only 6 percent of respondents to Trends think their current suite of technologies is “excellent” in terms of helping them reinvent the future of work and redefine the human experience for their workers.2

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How technology can democratize people analytics

Posted by Kathi Enderes, and Matthew Shannon on June 27, 2019.

If you could look into the future and see which decisions will have the greatest impact on your organization’s business outcomes, would you? Undoubtedly, most people would answer with a resounding, “Yes!”” Organizations have an abundance of people data, and many understand they need to use that information for improved performance and productivity. But while analytics technology has advanced, global productivity remains weak, contributing to a gap between the possible and the actual, with no easy way to close it.

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What’s next for the HR Operating Model?

Exploring how HR works in a new study

Posted by Jeff Mike and Denise Moulton on June 21, 2019.

In Bersin’s most recent High-Impact HR study,1 we found that high-performing HR organizations design worker experiences with an eye on the Future of HR and the continuous change it brings. These high performers also fuse advanced technologies and workflows to create agile HR solutions and focus on more seamless interactions between workers and the organization. The findings depict the “what” of High-Impact HR: the strategies, purpose, culture, and mindsets of high-performing HR. Now, with our new study, we’re taking a deeper dive into the “how” of High-Impact HR—the design, strategies, and innovations in the HR operating model to create and sustain measurable impact. We invite you to participate in our exploration and help shape the future of HR.

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Can L&D drink its own champagne?

Posted by Julie Hiipakka on June 13, 2019.

As organizations adapt to the fact that disruption is the new normal, reskilling the workforce is a top priority: 84 percent of participants in Deloitte’s 2019 Global Human Capital Trends research reported plans to increase their reskilling programs budget,1 while 54 percent of those surveyed by the World Economic Forum said they expect to reskill or upskill their workforce in the next three years.2 Team members in learning and development (L&D) are not immune from this trend. If anything, they must reskill more effectively to help the rest of the organization do so as well. But as the L&D function helps the rest of the organization incorporate learning in the flow of work, can they drink their own champagne3?

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Are meaning & purpose missing for your workforce?

Organizations are increasingly offering lavish perks to attract and retain talent, and then tracking their success with annual engagement surveys. But what if they’re missing the point?

Posted by Matthew Deruntz and Christina Rasieleski on May 24, 2019.

Despite a laser-like organizational focus on what is traditionally called employee engagement1, most people remain less than satisfied with their jobs2. Deloitte’s 2019 Global Human Capital Trends survey points to what may be really missing. Many workers lack autonomy and access to the tools and information they need; moreover, they aren’t satisfied with the design of their jobs or the day-to-day flow of work.3 In fact, most survey respondents rated their organizations only “somewhat effective” or “not effective” on a number of factors related to experience: positive work environment, meaningful work, growth opportunities, trust in leadership, and supportive management. These aren’t issues that organizations can address with free doggie daycare or on-site CrossFit. Instead, they need to reevaluate the fundamental human needs of their workforce.

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