The introduction of Ulrich’s new HR model almost 20 years ago changed the way business thought about HR. HR Generalists found themselves in a strange new world, suddenly expected to perform strategically as an HR Business Partner. While many liked the concept, they found they didn’t necessarily have the skill to perform in the new role. Not unlike HR Business Partners, talent acquisition professionals also need to reinvest in and reinvent themselves in sync with the times.
2019 is anticipated to be another year of record M&A activity.1 For leaders, this brings opportunity to build a bright future and an impetus for evolving the approach to getting there.
The notion of developing a positive workforce experience (WX) that organizations can design and measure for effectiveness is drawing growing attention among company leaders. As HR teams traditionally mobilize to create programs or implement the latest perks, research shows that many organizations are still missing the involvement of the most important stakeholder: the worker.1
Posted by Jeff Schwartz on December 7, 2018.
This is our third of three posts tracking the Trends of the Trends—the topics we have seen emerge as perennial in our issues in our annual Global Human Capital Trends research over the last seven years. At No. 3, employee experience is just behind the leadership and learning. It encompasses a number of ingredients necessary to provide an engaging employee experience throughout the employment life cycle.
Posted by Pete DeBellis on December 6, 2018.
Organizations are in an uphill battle for talent. With less than one job-seeker per job opening in the U.S. at present,1 and a scarcity of qualified talent, organizations need to make substantial changes to attract and retain the talent they need to maintain productivity and drive innovation. Rewards, of course, are one of the most important ways that organizations attract talent. But the days of offering talent the same rewards as competitors have passed. The current job market demands differentiated rewards—by employee, by life stage, and by each organization’s culture and values.
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.
Organizational Network Analysis helps reveal insights “hiding in plain sight” in untapped email data
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.
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
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.
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.