Prediction: Organizational network analysis will expand from examining current networks to architecting new ones

Posted by Tim Davis, Janet Clarey, and Jeff Mike on December 9, 2019.

Gone are the old “predict-and-control” models of organizational leadership and people management—relics of a time when hierarchy reigned supreme and five-year plans rarely changed. New paradigms such as business ecosystems1 and agile teams are emerging to offer exciting opportunities to spark innovation and growth—but they can also bring paralyzing complexity. For example, while 53 percent of companies with cross-functional teams reported an increase in organizational performance, only 6 percent rated themselves as very effective in managing those teams.2
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Prediction: Assessment will go mainstream for engaging, hiring, developing, and retaining workers

Posted by Denise Moulton and Mackenzie Wilson on December 6, 2019.

Finding and keeping good talent has been a challenge for organizations since the dawn of the first Industrial Revolution—and it continues to this day. Deloitte’s 2019 Human Capital Trends research demonstrates this: 70 percent of respondents cited recruitment as important, and 16 percent said it was one of three most urgent issues their organizations would face this year.1 Across every industry sector, talent acquisition (TA) and business leaders are struggling to hire talent that sticks. Retention strategies are often reactive, relatively scarce, and disconnected from organizations’ recruitment initiatives.
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Prediction: Nurturing capabilities will be as important as building skills

Posted by Matt Deruntz, Julie Hiipakka and Chelsey Taylor on December 5, 2019.

Work, the workforce, and the very notion of a “job” are all changing fast, thanks to accelerating technological innovation, digital disruption, and a groundswell of alternative workforce models. In response, organizations are searching for new ways to define the work required to execute strategies and generate value—and, subsequently, to develop workers and evaluate their contributions. Continue reading “Prediction: Nurturing capabilities will be as important as building skills”

Prediction: Metrics that evaluate how organizations balance profit with purpose will gain influence

Posted by Peter DeBellis, Christina Rasieleski, and Geetika Dang on December 3, 2019.

Over the past few years, we’ve talked about the rise of the social enterprise—an organization that combines a focus on revenue growth and profit-making with the need to respect and support its environment and stakeholders. This is no longer a matter of choosing one or the other, but rather of balancing both. Progressively sophisticated and vocal stakeholder groups (e.g., customers, employees, communities, investors) continue to drive this change, rewarding organizations that choose to move beyond mission statements and generic community involvement efforts, learning to lead as a social enterprise, and reinventing themselves around a human focus—both internally and externally. Some subsets of these groups are even organizing coalitions to address major social and environmental issues like wealth inequality, climate change, affordable housing, discrimination, and privacy breaches.
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Predictions for 2020: Clarity, Focus, Action!

Posted by David Mallon on December 02, 2019.

2020: From one vantage point, this number represents the coming year. From another, it describes a measure of visual clarity and focus. As we anticipate what awaits the world of HR, talent, and learning, we will need more than perfect vision to thrive as we move forward.
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Workforce transformation is the evolution of talent management

Posted by Mike Kemp, Kathi Enderes, and Nehal Nangia on November 26, 2019.

In an era of constant innovation and market disruption, change is the new norm. Many organizations are feeling pressure to continuously rethink strategic directions, including those related to their people. Today’s workforce strategies require an expanded view of who performs the work and a deeper consideration into the nature of the work to be done and where and when it can be completed.
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Prehire assessments—Validated approaches to hire for values, fit, and potential

Posted by Denise Moulton and Mackenzie Wilson on November 25, 2019.

Technology is transforming all parts of the talent acquisition process, including prehire assessments. What used to be perceived as transactional tools, bolted to the recruitment process after candidates had progressed through a portion of the sourcing and recruiting cycle, are transforming to provide insights that can be leveraged at any time, before and after hiring. Continue reading “Prehire assessments—Validated approaches to hire for values, fit, and potential”

Do you have an HR tech wreck?

How to frame your HR tech strategy

Posted by Chris Havrilla on November 22, 2019.

Many HR organizations acquired their technology stack gradually, as a function of new business, new leaders, and new key initiatives. As such, it’s common to find that an organization’s HR tech stack is a “wreck” of different systems, with a maze of applications, workarounds, spreadsheets, reports, and decks that don’t align with one another. It’s rarely planned, integrated, consolidated, or optimized. In many cases, it’s “owned” by different groups. In such a scenario, the care and feeding of this technology, along with tech- and data-heavy transactions, constitute as much work as the work of service delivery. Continue reading “Do you have an HR tech wreck?”

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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