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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A true HR strategy is about more than HR

Elevating HR’s role to drive a sustainable business future

Posted by Arthur Mazor, Amy Sobey and Ken Kunkleman on November 15, 2017.

Despite HR’s evolution over the past 20 years, HR is not consistently creating sustainable business value for organizations. Only 20 percent of business executives believe HR is adequately planning for their companies’ future talent needs1. And, only 22 percent feel confident that their organization is adapting well to employees’ needs. Coupled with workplace and workforce disruptions, the challenge to HR is clear: step it up, or you could lose your seat at the table.

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