Knowledge management: Fuel for the social enterprise


Posted by Steve Lancaster on November 16, 2018.

In the social enterprise, your workers are also your customers. Just as you tailor offerings and manage your interactions in the external world to attract and serve customers, the way you manage knowledge is an opportunity to build that same rapport with your workforce. By making it easier to capture, access, use, and share knowledge throughout the organization, you make room for people and performance to thrive.

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Putting big data to work

Organizational Network Analysis helps reveal insights “hiding in plain sight” in untapped email data


Posted by Greg Szwartz and Nikola Andric on November 13, 2018.

We recently had the opportunity to work with a leading global Life Sciences company to leverage some of its “dark” email-based metadata. This is data that companies generally don’t tap into, let alone turn into valuable information. What we found yielded surprising insights into how the organization and its people work and interact. This knowledge can now be applied to fuel an insights-driven High-Impact HR operating model—with a more systematic and quantified perspective on ways to boost new employee success, reduce turnover, and lift the overall productivity of the entire organization. Here’s how it happened.

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Strategic onboarding

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

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Learning undone: Enabling the “career constellation”

Posted by Terry Patterson, Ina Gantcheva, and Erin Clark on May 23, 2018.

Our paradigm of what a career looks like is rapidly evolving in this, the “age of accelerations”1 The learning organization has an opportunity to take the lead in enabling organizations to evolve in kind. Learning—both as a functional department and as an embedded element of organizational culture—should configure to enable the challenging, meaningful growth experiences and career mobility people seek while also building, sustaining and evolving the capabilities needed to deliver for the business.

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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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No more sitting on the sidelines

Three large employers joining forces to tackle health care shows inaction is not a strategy to create an irresistible employee experience and optimize your Human Capital Balance Sheet

Posted by Robert A. Dicks, Erica Volini, and David Buck on March 5, 2018.

When three large employers announced they’ve partnered to upend how their employees receive health care, it was a wake-up call for many organizations to rethink the traditional boundaries for how and where they can affect change and drive greater value—not just for the bottom line, but also to help create better experiences for their workforce. The opportunity is immense: Opening the aperture on health care helps create the ability to drive enterprise value and reward shareholders at the same time as hitting the employee trifecta:

  • Derive greater value from every dollar of human capital investment
  • Provide greater value to the workforce
  • Demonstrate commitment to improving employee experience

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Total Rewards – Total Relationships

Driving towards a Simply Irresistible Organization demands a shift in Total Rewards

Posted by Arthur Mazor, Chad Atwell and Jason Flynn on February 2, 2018.

Total Rewards leaders (Compensation & Benefits) are increasingly pressured from both inside and outside the modern organization. Long-time experts in this profession are accustomed to balancing the needs of the workforce, business, and regulators. Now more than ever there are new challenges for Total Rewards professionals to get ahead of – or risk being caught off guard.

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Becoming Simply Irresistible: Meaningful work

Posted by Josh Bersin and Burt Rea on November 10, 2017.

In our Simply Irresistible model for the employee experience (aka employee engagement), we describe five core drivers of employee success: meaningful work, supportive management, fantastic environment, growth opportunity, and trust in leadership. In this article we’ll talk about the first, “meaningful work.”

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Is your job architecture holding you back?

Posted by Ian Dawson and Jennifer Kwech on September 15, 2017.

Structured job hierarchies with defined roles, responsibilities, reward systems, and career paths may have supported business and HR needs in the past. But with the emphasis on “employee experience,” the modern workforce is demanding greater mobility and flexibility in their careers, with more focus on team-based learning, and a greater breadth of opportunity within the organization. High-performing companies have been able to address these evolving employee demands by examining and restructuring their company’s job titles, reward programs, and career paths. The result is often a flatter, more dynamic organization.

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Two truths and a lie

Insights from the 2017 Human Capital Technology and Service Provider Day

Two truths and a lie
Posted by Dave Smith on June 8, 2017.

Each year, Deloitte Consulting LLP brings together our key fellow members in the HR ecosystem—HR technology and service providers—to talk about the future of sustainable HR and the health of the ecosystem we share. Last year’s Provider Day event focused on the theme Understanding and serving the HR buyer and included our first-ever HR buyer guest panel. This year we gained considerable insights from providers on our theme, Sustainable HR: Agile evolution for the future. We were especially interested in perspectives that providers shared with our own Deloitte Consulting human capital leaders during social times and one-to-one meetings, and this article reflects our informal poll of participants about the key themes from the event.

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