The final second ticks off the clock and the stadium roars with applause; the confetti streams down as a champion is crowned. This is the joy that players are playing for, the excitement fans are cheering for, and the success executives and owners are expecting. That said, what about the administration and staff that provide support away from the limelight? How are they being positioned to succeed in their roles and deliver these championship efforts day in and day out? Sports organizations, like other businesses, are facing critical human capital issues related to the future of work, the rise of the social enterprise, and the workforce’s increasing expectation for an irresistible employee experience. To excel in this disruptive environment and be well positioned to adapt in an ever-changing industry, sports organizations must reevaluate their priorities and adopt a holistic approach to managing human capital and driving performance.
Leverage Organizational Network Analysis to create a networked organization
Posted by Tiffany McDowell on October 17, 2018.
Network-based teams are a key component to unlocking a more flexible organization poised to deliver the agility, customer centricity, and front-line empowerment needed to succeed amidst massive disruption. By realigning select individuals across functions into networked teams, they can be focused on collaborating to achieve specific shared outcomes. But how can organizations identify individuals and teams to target to drive increased flexibility? This is where Organizational Network Analysis (ONA) comes in.
Posted by Kathi Enderes on October 16, 2018.
Performance management—or the abandonment of it—is a hot topic. We just launched the results of a new High-Impact Performance Management study—the results of surveying over 1,000 organizations globally, across all industries, geographies, and sizes. Many organizations feel old-fashioned and left behind in their approaches to performance management, apologizing if they have not evolved from traditional ratings or performance reviews. Yet organizations still need to make people-related decisions, and individuals need fact-based input to understand current performance and gauge development opportunities. The absence of relevant data often creates a vacuum, leaving individuals confused and organizations open to bias, subjectivity, and misinterpretation. We delved deeper into this topic in our High-Impact Performance Management study.
Posted by Kathi Enderes on October 16, 2018.
In the blog “Merging Performance Management and People Analytics,” I wrote about how combining performance management and people analytics can lead to better and more frequent data for making people decisions and evaluating performance, as well as the opportunity to embed both performance management and people analytics into the flow of work itself. Bersin research shows that combining these entities can drive increased business and workforce performance.1 The performance management software vendor Reflektive, for example, effectively integrated its performance management and people analytics efforts.2
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
Posted by Peter DeBellis on October 11, 2018.
I have just returned from O.C. Tanner’s Influence Gr8nss conference in Park City, Utah, where I had the chance to spend some time with the lovely and talented Tim Gunn—keynote speaker, fashion consultant, and star of the hit television program Project Runway. His keynote speech on mentoring strategy was a nice cap to two days of exploring insights on creating culture—and I am happy to report that his professional assessment of my new jeans was that I “made them work!”
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
Optimizing managerial spans and layers can help you find the right balance
The speed of digital and market disruption is putting many businesses under tremendous pressure to improve how they operate, compete, and grow. S&P longevity is getting shorter: If current and forecasted rates hold true, nearly 50 percent of the current S&P 500 will be replaced over the next 10 years.1 Deloitte’s Human Capital Trends insights over the last few years also point to organizations struggling to cope:
Posted by Robin Erickson on October 4, 2018.
Is your organization striving to create an unparalleled employee experience that makes work more enjoyable and enhances performance? As my colleague Madhura Chakrabarti wrote in last week’s week blog, Bersin’s first ever High-Impact Employee Experience (HIEE) survey has launched—we’d love you to participate and help get the word out!
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.