Why workforce transformation is critical to the future of work

Posted by Kathi Enderes and Mike Kemp on September 24, 2019.

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.
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Overcoming the challenge: Communicating to the alternative workforce

Posted by Abigail Leonard and Melissa Yim on June 19, 2019.

Originally made up of contract workers or “desk-less” employees who may work from home or in the field, the alternative workforce has evolved to include outsourced teams,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?

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Are meaning & purpose missing for your workforce?

Organizations are increasingly offering lavish perks to attract and retain talent, and then tracking their success with annual engagement surveys. But what if they’re missing the point?

Posted by Matthew Deruntz and Christina Rasieleski on May 24, 2019.

Despite a laser-like organizational focus on what is traditionally called employee engagement1, most people remain less than satisfied with their jobs2. Deloitte’s 2019 Global Human Capital Trends survey points to what may be really missing. Many workers lack autonomy and access to the tools and information they need; moreover, they aren’t satisfied with the design of their jobs or the day-to-day flow of work.3 In fact, most survey respondents rated their organizations only “somewhat effective” or “not effective” on a number of factors related to experience: positive work environment, meaningful work, growth opportunities, trust in leadership, and supportive management. These aren’t issues that organizations can address with free doggie daycare or on-site CrossFit. Instead, they need to reevaluate the fundamental human needs of their workforce.

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The retooled recruiter: Driving talent acquisition value through advanced capabilities

Posted by Bill Cleary and Nicole Brender à Brandis on May 8, 2019.

The introduction of Ulrich’s new HR model almost 20 years ago changed the way business thought about HR. HR Generalists found themselves in a strange new world, suddenly expected to perform strategically as an HR Business Partner. While many liked the concept, they found they didn’t necessarily have the skill to perform in the new role. Not unlike HR Business Partners, talent acquisition professionals also need to reinvest in and reinvent themselves in sync with the times.

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3 ways to foster a human-centered workforce experience

Posted by Matthew Deruntz and Christina Rasieleski on April 1, 2019.

The notion of developing a positive workforce experience (WX) that organizations can design and measure for effectiveness is drawing growing attention among company leaders. As HR teams traditionally mobilize to create programs or implement the latest perks, research shows that many organizations are still missing the involvement of the most important stakeholder: the worker.1

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Beyond boxes and lines: Putting the design in organization design

Posted by Robert Whelan, on March 22, 2019.

Companies routinely invest millions in crafting and promoting their external brand, including the embodiment of that brand: their logo. Meanwhile, internally, many of these same companies cling to outdated organization design representations—those familiar org charts with their boxes and lines—that don’t actually reflect how work really gets done or how value gets delivered.

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Love your gig workers? Need your gig workers? Show them!

Posted by Melanie Langsett, Peter DeBellis, and Zac Shaw on March 20, 2019.

While organizations are starting to take the first steps to understand and offer rewards packages that are custom tailored to their employee’s preferences, they have only begun to scratch the surface. In particular, nearly all organizations have focused on considering the needs of their employees and are missing out on a large segment of their workforce—contractors, freelancers, and gig workers.

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3 complexities of people analytics and how to create order through an ecosystem

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Posted by Kathi Enderes and Matthew Shannon on February 27, 2019.

If you are looking for that silver bullet, that unicorn of a solution to understand and optimize people at work—stop looking. People are complicated, organizations are complicated, and work is complicated. So is the people analytics market that exists to help you make sense of it all. Here’s an approach to manage that complexity so you can turn the promise of people analytics into actual insights for running your business.

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Predictive analytics: 5 truths about data-driven recruiting

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Posted by Denise Moulton, on February 26, 2019.

Like it or not, somebody is always watching us. In today’s digitized world, it’s impossible to search for anything online, like or share something on social media, or research a dream vacation without revealing information about ourselves to any number of invisible data collectors. Many businesses don’t just use this data to increase their bottom line—predictive analytics allows companies to use the information gathered to more efficiently and productively attract potential talent to the organization. These five truths about predictive analytics will help shed light on just how valuable this data is in talent acquisition (TA).

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