Digital transformation can foster a faster, more agile approach to application deployment — a goal shared by many digital businesses. Organizations aspiring to maintain their competitive edge and execute on digital transformation strategies need modern and flexible business applications – enter the “The SaaS (Software as a Service) Technology”. SaaS has grown rapidly in the past decade and has become a key driver and deployment model for most commercial business applications, helping applications buyers to leverage technology innovation more rapidly, improve customer experience, and accelerate their transformation growth.
Posted by Maribeth Sivak, Jennifer Rome, Gabe Stavsky, and Jannine Zucker on February 04, 2019.
For a while now, the digital experience in people’s personal lives has long surpassed their digital experience at work. We’re able to connect with others and share ideas quicker than ever (social media platforms). We have access to information and content anytime, anywhere (mobile, tablets, smartwatches). And there are an abundance of intuitive self-service applications and tools that make our lives simpler and easier every day. Individuals have now come to expect the same superior, high-touch experience at work as they do in their personal lives. According to Salesforce research, 71 percent of employees want the same level of technology at work—simple, intuitive, and easy—as they have in their personal lives.1 Continue reading “Elevating the workforce experience: The digital lens”
Bersin’s most recent High-Impact Talent Acquisition study1 found that high-performing talent acquisition (TA) functions are building the workforce of the future through deep integration with the business, a strong focus on relationships, experimenting with technology, and reinforcing the organization’s people culture. However, many TA functions continue to operate in isolation, often lacking a connection to or an influence on business strategy.
Organizations around the world have invested billions of dollars in HR technology over the past year. In the 2019 Deloitte Global Human Capital Trends report, 74 percent of respondents cited HR technology as important or very important, and the same percentage will increase their level of investment in HR technology in the next three years.1 Yet few believe they are getting the outcomes or value they expected from that spend. Only 6 percent of respondents to Trends think their current suite of technologies is “excellent” in terms of helping them reinvent the future of work and redefine the human experience for their workers.2
Posted by Bersin insights on April 6, 2018.
Employees use highly personalized and user-friendly technology in their daily lives. Unfortunately, the same is not always true at work. To engage a widely dispersed, often virtual workforce, HR leaders should develop technologies that offer employees a compelling and holistic experience.
Posted by Janet Clarey January 23, 2018.
A fitness mobile app uses artificial intelligence (AI) to offer content tailored to the user’s needs and syncs with an activity tracker, too. But the best part of the app is that it connects the user to an actual human coach and a community of people who share their experiences and achievements and who encourage others to meet their fitness goals in real time. It’s the personal touch in this app that engages users and compels them to keep using it.
Posted by Christa Degnan Manning on January 22, 2018.
It’s time for HR to refocus its digitalization efforts. The long-standing focus on automating functional processes needs to be redirected toward achieving business goals. The game-changing digitalization initiatives of tomorrow will enhance employee productivity and engagement and support the need for ever-higher levels of collaboration and innovation.
Posted by Andrea Derler on January 18, 2018.
The new world of work demands more than improving the digital skills of midlevel managers. HR must now turn its attention to CEOs and other top-level executives. While research1 shows that most organizations—7 out of 10—are doing a good job tailoring programs for first-, mid-, and senior-level leaders at their company, this focus on the center has left the top of the corporate pyramid less than ready for today’s fast-changing business environment. Just one-half of these same organizations have tailored programs for executives2, leaving C-suite teams to their own devices when it comes to boosting digital capabilities.
Posted by Josh Bersin on January 16, 2018.
According to Deloitte’s latest research with MIT, more than 70 percent of companies today are transforming their products and services into “digital businesses.”1 This doesn’t mean they are just building apps and installing new systems. They are realizing they must transform their products and services to become more digital in nature, which in turn creates a need to be more service-centric, agile, experimental, and data-driven. Additionally, a digital transformation demands new technical skills, skills in DevOps, and skills in user design, experience design, mobile applications, and other forms of web security and infrastructure.
Posted by Josh Bersin on January 16, 2018.
Why is “agile” organization design so important in 2018? Companies are only a few years into a decades-long shift away from corporate hierarchy into a world of “company as a network.” Embracing the idea of “team at the center” and building “squads and tribes” that help keep teams aligned is a profound and different model than the one many companies use today to manage people.