Creating value and meaning in the social enterprise


Posted by Michael Gretczko on February 12, 2019.

As organizations transition from business enterprise into social enterprises that meld business and social purposes, they have to leverage their human capital more effectively. Doing so is key to not only driving performance but also arriving at and navigating the crucial intersection where performance meets purpose. So what does it mean to make best use of people’s skills and abilities, especially when the future of work includes robots and people working side by side?

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Can tapping the power of the individual influence a more positive future of work in manufacturing?


Posted by Paul Wellener, Ben Dollar, and Heather Ashton Manolian on February 11, 2019.

As the Deloitte 2018 Human Capital Trends study highlights, the power of the individual is growing. And it’s being propelled by the rise of the social enterprise, a massive shift in which organizations are no longer judged solely on business performance, but on their relationships with their communities and their impact on employees, customers, and society at large. It’s a shift that is exacerbated by today’s hyper-connected world where individuals can research companies instantaneously and express their perspectives—anywhere, at any time. The new dynamics of the workplace are having a profound impact on how employees view their careers and, in turn, how employers need to approach talent management.

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Live long and prosper?

Sure, but first we need to reinvent 21st-century careers for century-long lives


Posted by Jeff Schwartz, David Mallon, on February 8, 2019.

Of all the trends and topics we talk with organizations about, there’s one that consistently causes an almost visceral response: careers. The way careers are changing, the evolving relationship between workers and employers, and what it even means to have a career today are causing people a lot of anxiety, both in the business context of managing a workforce and personally, as individuals managing their own work life. Is all the angst warranted? There’s no doubt careers have changed and will keep changing, and with change comes uneasiness. But there’s also great opportunity for reimagining and reinventing rewarding careers.

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Spotting three Trends of the Trends: Employee experience rounds out the Top 3


Posted by Jeff Schwartz on December 7, 2018.

This is our third of three posts tracking the Trends of the Trends—the topics we have seen emerge as perennial in our issues in our annual Global Human Capital Trends research over the last seven years. At No. 3, employee experience is just behind the leadership and learning. It encompasses a number of ingredients necessary to provide an engaging employee experience throughout the employment life cycle.

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Spotting three Trends of the Trends: Learning is No. 2


Posted by Jeff Schwartz on November 21, 2018.

After seven years of charting Global Human Capital Trends, we wondered: What trends can we glean from the Trends? As we looked closer, three persistent trends emerged. Just behind the leadership top spot is learning, our second Trend of the Trends. More specifically, we’ve seen an ongoing trend to enable more consistent, constant employee learning, and have seen organizations evolving their learning approaches in response.

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Spotting three Trends of the Trends: Leadership is No. 1


Posted by Jeff Schwartz on November 15, 2018.

As we’ve charted Global Human Capital Trends over the last seven years, we are seeing the arc and evolution of the human capital agenda emerge and, more specifically, the future of HR. The trends are showing us what’s becoming more important. Three persistent “Trends of the Trends” have emerged, combined with rising trends over the last seven years. Let’s look at the first Trend of the Trends: leadership.

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Does your contingent workforce program create exceptional experiences?


Posted by Brian Proctor, Kathryn Charlton and Dana Flynn-Rea on October 12, 2018.

The talent landscape continues to evolve and companies can no longer assume that a traditional employee-employer relationship is enough. “To attract talented people in this quickly evolving landscape, companies must proactively create an irresistible experience—a magnetic organization that empowered, free-agent people can’t help but want to join.”1 As consumers of contingent talent, we compete in competitive markets with evolving talent types, fluid worker management models, and an array of technologies to access sourcing platforms. To excel in sourcing, attracting, and retaining high-impact non-employee talent, effective contingent workforce management programs must focus on differentiators. What can set an organization apart are the experiences they create for people—not just what they do, but how they do it. At Deloitte, we talk about these as “Moments that Matter”—exceptional experiences that spark deep relationships and generate lasting value.2

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All well and good: From wellness to well-being

The move to expand traditional wellness programs into more holistic well-being programs is more than just “the right thing to do” to help employees manage their personal and professional stress; it can also create significant business value.

Posted by Jill Korsh and Michael Gilmartin on July 20, 2018.

Deloitte’s 2018 Global Human Capital Trends report highlights the need for organizations to be social enterprises, not just business enterprises. This encompasses not only how organizations do business and interact with the outside world, but also how they operate internally. Empowering workers’ well-being is a strategic imperative in today’s social enterprise and is a significant contributor to building an organization’s social capital. Today well-being is not only part of the social mandate for organizations, but also an HR and business issue, linked to culture, engagement, recruiting, productivity, turnover, burnout, business performance, and more.

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