Bias is everywhere. Nearly two-thirds of respondents in Deloitte’s 2019 report on the state of inclusion reported experiencing bias in the workplace last year. And the sobering statistics continue from there: respondents reported that bias had negative impacts on productivity (68 percent), engagement (70 percent), and on happiness, confidence, and wellbeing (84 percent).1 Continue reading “Prediction: Organizations will use AI and behavioral nudges to reduce bias across the workplace”
Talent mobility is a priority for most organizations—76 percent of companies that participated in the 2019 Deloitte Human Capital Trends survey described the issue as important or very important.1 That’s no surprise: unemployment in the United States is currently at record lows, and the number of open positions exceeds the number of unemployed workers.2 As a result, many organizations are looking for new ways to meet their talent needs. Moving forward, we predict that internal mobility will take on greater prominence for companies, leapfrogging the recruitment of external candidates as a talent source. Internal talent marketplaces will play a key role in enabling that mobility by helping people find opportunities within their organizations more easily and fostering more agile skill development and team-building.
Continue reading “Prediction: Organizations will use internal talent marketplaces to unleash talent mobility”
Gone are the old “predict-and-control” models of organizational leadership and people management—relics of a time when hierarchy reigned supreme and five-year plans rarely changed. New paradigms such as business ecosystems1 and agile teams are emerging to offer exciting opportunities to spark innovation and growth—but they can also bring paralyzing complexity. For example, while 53 percent of companies with cross-functional teams reported an increase in organizational performance, only 6 percent rated themselves as very effective in managing those teams.2
Continue reading “Prediction: Organizational network analysis will expand from examining current networks to architecting new ones”
The talent market is tighter than ever—skills requirements are rapidly changing, and unemployment is at unprecedented lows in many parts of the world. Not surprisingly, 67 percent of organizations worldwide are having trouble filling open positions.1 Continue reading “Prediction: The alternative workforce will be the next frontier in the war for talent”
In an era of constant innovation and market disruption, change is the new norm. Many organizations are feeling pressure to continuously rethink strategic directions, including those related to their people. Today’s workforce strategies require an expanded view of who performs the work and a deeper consideration into the nature of the work to be done and where and when it can be completed.
Continue reading “Workforce transformation is the evolution of talent management”
Organizations have long recognized that focusing on the customer experience is vital to the success of the company. While the emphasis on the workforce experience has gained traction in recent years, it still lags behind. With the US unemployment rate dropping to 3.6 percent in May of 2019, its lowest since December of 19691, attracting and retaining talent is becoming increasingly more difficult—and more important—in a tight labor market. Top performers left unsatisfied can cause major disruption and challenges within organizations.
Continue reading “Elevating the Workforce Experience: The Personal Lens”
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”
Part 3: The Team
In “Part 2: The Leader” of this five-part blog series, we examined how leaders energize, empower, and connect individuals to form purpose-driven teams. Here, we look at how these high-performing teams deliver work.
Originally made up of contract workers or “desk-less” employees who may work from home or in the field, the alternative workforce has evolved to include outsourced teams, freelancers, gig workers and many more. By 2020, the number of self-employed workers in the United States alone is projected to triple to 42 million people. To gain access to unique and business-critical skills, managing alternative forms of employment has become essential. Recruiting and onboarding these workers is typically the first barrier; keeping them informed and engaged is the next. But how do you communicate with alternative workers when many of them may not have company emails, don’t sit at computer on a daily basis, or work seasonally?