Managing change for a millennial workforce

Posted by Abhay Raina, Divya Jyoti Behl, Vaqar Merchant, and Supriya Sawant on April 25, 2018.

By 2025, millennials (those born between 1982 and 2003) will make up 75 percent of the global workforce, and a significant portion will begin to assume managerial and leadership positions. Their values, expectations, and demands will continue to shape the future workplace. They are likely to cause change within an organization as well as crave to be part of it. As millennials’ dominance in the workforce grows, their voices, needs, and opinions have started to shape the way organizations manage change.

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Becoming Simply Irresistible: Positive work environment

Part 3 of 5

Posted by Josh Bersin and Burt Rea on April 23, 2018.

Crafting the employee experience: An ongoing series
As our Simply Irresistible Organization™ model shows (see below), there are five essential elements of employee engagement success: meaningful work, supportive management, positive work environment, growth opportunity, and trust in leadership. In this article (the third of five, you can read the first two here), we’ll discuss the issue of a positive work environment.

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The Manager … Key Player in a High-Impact HR Operating Model

Posted by Arthur Mazor, Gary Johnsen, Justin Clark, and Bryanna Ransom on April 16, 2018.

Often overlooked in the design of an organization’s HR operating model is the role of the manager, particularly the extent to which managers should be involved in delivering people-related services and how to equip them with the right tools and resources to do so. With research suggesting that managers account for over 70 percent of the variance in employee engagement,1 defining the people leadership expectations of managers-and helping them deliver on those expectations-is a key factor in any organization’s success, and can lead to higher ROI in terms of workforce performance, innovation, and company loyalty.

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Insights from IMPACT 2018: Delivering Experience


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.

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Prediction 11: Talent acquisition will tap the power of internal mobility


Posted by Robin Erickson on January 25, 2018.

Last February, Gallup reported that 51 percent of US employees were searching for new jobs or watching new job openings.1 That same month, US employers were trying to fill 5.7 million job openings.2 Talk about a chocolate-and-peanut-butter moment: Companies have lots of new jobs, and lots of their employees want new jobs. It’s a tailor-made setup for internal mobility.

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Prediction 4: Companies will need rewards packages their employees can love


Posted by Peter DeBellis on January 18, 2018.

How likely are employees to recommend your company to a friend based on its rewards package?

This type of question is probably familiar to you, as it’s the basis for calculating net promoter scores (NPS), a metric widely adopted by many organizations and used to measure loyalty between a customer and a company. But the focus of the question—how well your company’s rewards package supports employee loyalty—is new. And what we discovered in Bersin’s first High-Impact Rewards survey1 is troubling: The NPS of employee rewards, which we calculated from more than 1,100 survey responses, was negative 15 (−15).

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