Using cognitive automation to solve the age-old problem of hiring the best talent


Posted by Stefan Lint on November 12, 2018.

You cannot follow the news today without reading stories about how robots and machines are taking over the world. One aspect of this revolution is the role of artificial intelligence in deciding who is hired and who is not. Depending on your point of view, this may either strike fear in your heart (or at least creates a level of unease), or may feel like we are finally seeing the promise of AI come true. The reality is more nuanced.

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Strategic onboarding

Helping new hires succeed

Posted by Bill Cleary on October 8, 2018.

An effective new-hire experience can contribute to an employee’s productivity and create value for the organization. Studies show that effective onboarding can improve retention rates by 52 percent, time to productivity by 60 percent, and overall customer satisfaction by 53 percent1. For new hires, effective onboarding can increase both job satisfaction and organizational commitment. Despite this, the most common approaches to onboarding often fail.2

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Learning transformed = Agility achieved

Redefining learning as a platform, rather than an event, enables and supports an agile, digital business


Posted by Lindsey West and Terry Patterson on September 27, 2018.

The corporate learning function is under pressure to deliver more capable and more engaged talent faster. How can learning meet these escalating expectations? Certainly not by tinkering at the edges. Something completely different from the status quo is in order, given the pace of business disruption overall and the way technology has permeated our day-to-day lives. The answer doesn’t lie in new or different training programs, but in a completely new type of learning platform.

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Get Your Talent in Shape


Posted by Julie Hiipakka and Kathi Enderes on September 12, 2018.

Organizations have been speaking for years about an alphabet of talent shapes—T-shaped, M-shaped, P-shaped, E-shaped, π-shaped, and I-shaped—that can help develop company strategy and maintain a pipeline of diverse capabilities.1 If you’re unfamiliar with these talent shapes, they may be best understood as members of the following two groups:

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Strategic HR: Visa Empowers a Learning Culture in the Face of Disruption


Posted by Jeff Mike on August 30, 2018.

For years, HR has been struggling to gain a proverbial seat at the table in business strategy and organizational leadership. A convergence of factors, including technological disruption, demographic transitions, and a sustained effort by the HR community to demonstrate business impact through people, has now made that seat available. With innovation and talent at the center of many business strategies, HR finds itself not just at the table, but increasingly assuming roles of leadership.

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The Next Evolution in Career Management


Posted by Melissa Cavanaugh on August 27, 2018.

I recently had the opportunity to present Deloitte’s 2018 Global Human Capital Trends findings to a Bersin member’s global talent team. Each year, the Trends report reveals what ideas are top of mind for more than 11,000 respondents worldwide, and it’s always interesting to suss out a particular organization’s pain points—and perceived opportunities—according to which trends resonate most.

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Want to Find Top Talent? Hire Boomerangs


Posted by Robin Erickson on August 8, 2018.

Employee turnover is on the rise. Last year, the voluntary turnover rate in the U.S. was 13.5 percent, compared to just 9.1 percent five years before.1 Moreover, turnover is likely to continue to rise: The 2018 Deloitte Millennial Survey found that 43 percent of 10,000 Millennial respondents and 61 percent of 1,800 Generation-Z respondents expect to leave their current employers within two years.2

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How are you evolving Learning & Development to drive business transformation?

Posted by Jamie Breshears , Joanne M. Kim, and Neha Yadav on July 9, 2018.

Today’s disruptive environment means organizations must always be looking to reinvent their business models and how they serve their customers. To enable these transformations, they need to be able to quickly reskill or upskill their people. Typically this has been the responsibility of the Learning & Development (L&D) function, but business leaders are telling us that L&D hasn’t been keeping up with the needs of modern learners. In fact, more than half (54 percent) of respondents to the 2018 Deloitte Global Human Capital Trends survey said they had no programs in place to build the skills of the future.1 As legacy L&D responsibilities become less relevant, L&D organizations should be looking inward to assess their current capabilities against those needed to advance the organization and ready people for the future of work.

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