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.
When unexpected disruptions make business-as-usual impractical, it’s time to define the new normal and make it work for you. Whether it’s as a response to changing workforce expectations, the need to keep workers and society safe, or to support collaboration across teams spanning different geographic locations, many organizations today are looking at workplace flexibility in a new light. New ways of working often warrant new strategies, capabilities, behaviors, and mindsets to be successful. Here are five ways in which organizations can enable their people to work and collaborate effectively in a remote / virtual environment.
What if you could look into the future? Imagine if you could:
- Identify which job applicants may have the greatest likelihood of success.
- Predict which workers may be most at-risk of leaving.
- Know how many resources you will need when business conditions change.
- See how the labor market is shifting and the impact this has on in-demand skills and capabilities.
These insights and more can be gained today through people analytics. However, the vast majority of organizations are not taking full advantage of the power of people analytics (either through provider or internal capabilities): Only two percent of organizations are at the highest level of people analytics maturity.1Continue reading “See into the future: The crystal ball of people analytics”
Posted by Josh Haims on April 14, 2020.
16 Hours That Made a Difference: Lessons Learned on Pivoting a Live Executive Forum into a Compelling Virtual Experience
Deloitte’s 9th annual Workforce Innovation Forum (previously the Chief Learning Officer Forum) was converted from an in-person to a virtual event as a response to the evolving COVID-19 crisis. All within the span of 16 hours. The Forum team had an opportunity to sit down (virtually!) with Deloitte Consulting LLP Principal and Forum Co-Dean, Josh Haims, to reflect on this high-stake transformational experience.
Posted by Anton Doss on April 14, 2020.
Recently, companies have begun to broaden the lens they use to view their customers and see them as humans with real emotions, values, and needs. This shift is taking place as brands move from a narrow, interaction-based, customer experience to a broader understanding of their customers and their personal values—their human experience. This new focus on elevating the human experience helps organizations to cultivate a greater connection with customers. By aligning with the human values that matter most to customers, they are more likely to foster increased loyalty and growth.Continue reading “How CMOs can use behavioral design to enhance the human experience (HX)”
In our last post “Learning Technology to the Forefront” we discussed launching and enhancing an integrated learning technology strategy as part of your organization’s response to COVID-19 (coronavirus). Many virtual platforms are highly mature and can be mobilized quickly as organizations and the workforce adjust to new realities.
In this post, we will discuss some options to consider as you aim to replace in-person learning, meetings, and events with virtual and digital alternatives. As people adjust, it is important to act quickly while also thinking strategically about the needs of your organization, employees and culture. A shift to virtual will involve flexibility as workers continuously adapt and strive to enhance their use of these platforms.Continue reading “COVID-19: Using Technology to Maximize Virtual Learning”
Posted by Robin Jones on March 25, 2020.
The pace of disruption caused by digital technologies in virtually every business sector is accelerating as AI and robotics gain ground in the enterprise. Cloud, mobile, and social computing have already driven workplace changes that have made the skills gap a pressing issue for managers. The rise of cognitive technologies adds urgency to the challenge of ensuring that employees have the talent and skills needed to create value. Robin Jones, principal in Deloitte Consulting LLP’s Human Capital Practice and Leader of it’s Workforce Transformation practice, recently sat down with MIT Sloan Management Review in an interview for a special collection on Developing the Future Ready – Resilient – Workforce. Robin starts by citing research, which shows that a majority of employers believe that at least half of their workforces will need to be reskilled for new jobs in the future.
“Work is being changed in some very fundamental ways,” says Jones. “Nearly all the work that we do will involve people working with either a smart machine or a robot. Many businesses are really challenged by this shift, even as they provide employee training and development. And educational institutions are a lagging indicator of this disruption. We need to think about the approaches we’re taking, the resources we’re investing, how quickly we’re moving, and [whether we are] fit for purpose. Are we asking the right questions when we’re thinking about this challenge of education and work disrupted?”
The coronavirus outbreak is resulting in an ever-increasing list of companies, conferences and other engagements to turn to remote learning. For some organizations that already leverage remote learning, this may not be a significant change. But for others whose rely on face-to-face collaboration, in-person knowledge sharing, or management by proximity, providing learning opportunities virtually may not come naturally.
The impact that COVID-19 has had on peoples’ lives and work in recent days has been precipitous and significant. As organizations rise to meet the challenges associated with this disruption, one powerful strategy they can employ is leveraging the capabilities of digital learning technologies to enhance new ways of working and support business continuity by providing an engaging alternative to in-person programs.
For many, cloud is no longer an option—it is becoming inevitable. But cloud strategies differ broadly based on the context of your organization. Organizations considering a move to cloud computing may need to embrace a different approach, and failing to establish a plan and framework for deployment may lead to challenging implementations. Drivers such as deployment planning, risk tolerance, and the way companies do business tend to predict your organization’s implementation pace and scope, as well as the technologies you need. Yet cloud strategies may not account for an organization’s cloud maturity level after deployment. When we talk about cloud maturity, we are trying to understand what organizations are doing after deployment.