Calling all HR organizational designers! The future of work (FOW) is here and your organization needs you more than ever—not to stay the course but rather to design the right path to empower employees to learn, experiment, collaborate and innovate. Building the successful organization of the future will require agility and the ability to adapt to rapid changes unfolding now. How are you designing organizations today to be effective tomorrow?
What will be the impact of the future of work on M&A? How should a buyer balance culture, engagement, and retention to create the right employee experience through a transaction? How might engaging HR early in due diligence result in a price adjustment, new announcement strategy, or improved integration planning? These are questions that HR executives often face as their companies go through M&A activity.
We asked Deloitte Consulting LLP’s Erica Volini, US Human Capital leader, and Art Mazor, Human Capital digital leader and global practice leader for HR Strategy & Employee Experience, for their quick take on the current state of work, the workforce, and HR.
As machines augment people in performing routine physical and process-based work, thanks to robotics, automation, and cognitive computing, the work people do is changing, opening the door to new opportunities for people to add value to customers, companies, and communities. In turn, what leaders expect—and what is expected of them—is changing, too. How are you developing leaders for the future of work?
Posted by John Hagel III posted on August 20, 2018
Digital technologies continue to improve at exponential rates, creating expanding opportunity. Yet, at the same time, we are seeing growing fear within populations around the world. What explains this paradox? It may be that these same technologies are producing mounting performance pressure on all of us, as individuals and institutions.
Posted by Madhura Chakrabarti on June 25, 2018.
Business and HR leaders are acutely aware of the importance of employee experience and the influential effect it has on organizational performance and results. Eighty percent of the HR and business leaders who participated in the Deloitte 2017 Human Capital Trends survey said that employee experience was “important” or “very important” to them. The problem: Only about one in five respondents (22 percent) said their organization was “excellent” at establishing a differentiated employee experience.1
Our paradigm of what a career looks like is rapidly evolving in this, the “age of accelerations”1 The learning organization has an opportunity to take the lead in enabling organizations to evolve in kind. Learning—both as a functional department and as an embedded element of organizational culture—should configure to enable the challenging, meaningful growth experiences and career mobility people seek while also building, sustaining and evolving the capabilities needed to deliver for the business.
But first, learning needs to be undone, reimagined, and recast into the flow of work
As the future of work unfolds, adaptable learning organizations will likely stay ahead of their competition, attract the best and the brightest prospects, and manage market movements with their customer base with more agility. Learning leaders are well positioned to lead the charge to develop an adept workforce that can not only respond to rapid shifts in markets, but also thrive in them as well.
Continue reading “The future of work means anything is possible”
This post is the third in a three-part series on the exponential professional, focused on how professionals, organizations, and regulatory bodies can bridge the gap between the professional of today and the exponential professional of tomorrow.
John, a property insurance underwriter, reviews satellite images and property data identified as a potential significant risk by cognitive technologies. Jane, an actuary employed by an insurance company, reviews a financial report produced by a bot and ponders how the company should respond to the increased claim costs highlighted in the report. John and Jane are exponential professionals who are employed in a future workplace transformed by rapidly developing technology. Such professionals rely heavily on deliverables produced by cognitive technology, and augment that technology with their uniquely human skill sets.
This post is the second in a three-part series on the exponential professional, focused on the expectations and responsibilities of the exponential professional.
HR professionals use virtual reality to facilitate employee training and increase retention. Sports reporters use natural language generators to automatically recap games and to highlight interesting statistics. Actuaries use cognitive computing to automatically evaluate data, compute results, and predict new patterns. Professionals across many industries engage employers in alternative work arrangements through the gig economy. This future of work is rapidly becoming reality as technology develops exponentially. Exponential professionals are those who capitalize on the shifting workplace by embracing new technology, leave behind traditional automatable tasks, and apply their uniquely human skill set to more high-value, strategic roles.