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”
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?”
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.
Continue reading “Using goals to drive productivity: Set the STAGE!”
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.
Continue reading “4 practices that design tomorrow’s companies today”
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.
Continue reading “Why workforce transformation is critical to the future of work”
Disruptions in technology and changes in the workforce continue to challenge how organizations operate. Designing for the future organization continues to be a key priority for HR and business leaders.
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.
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.
HR leaders often wonder how their organization stacks up against competitors as well as other organizations of similar size and type. Such benchmarks are critical inputs in strategic planning and spending decisions. But where can leaders find reliable data?
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