Enhancing new talent pools in the future of work

Posted by David Leathers, Tej Mehta, Devon Dickau and Sendhil Govindarajan on June 6, 2019.

As we think about the future of work, a key question is “who can do the work?” Talent models are changing, and while some work will likely be done by robots and other forms of artificial intelligence, organizations must think more creatively around how humans with different, diverse backgrounds will continue to help build and grow the organizations of tomorrow. How well is your organization tapping into multiple talent pools for your future workforce? And how does your workforce reflect your organization’s role and goals as a social enterprise?

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Are meaning & purpose missing for your workforce?

Organizations are increasingly offering lavish perks to attract and retain talent, and then tracking their success with annual engagement surveys. But what if they’re missing the point?

Posted by Matthew Deruntz and Christina Rasieleski on May 24, 2019.

Despite a laser-like organizational focus on what is traditionally called employee engagement1, most people remain less than satisfied with their jobs2. Deloitte’s 2019 Global Human Capital Trends survey points to what may be really missing. Many workers lack autonomy and access to the tools and information they need; moreover, they aren’t satisfied with the design of their jobs or the day-to-day flow of work.3 In fact, most survey respondents rated their organizations only “somewhat effective” or “not effective” on a number of factors related to experience: positive work environment, meaningful work, growth opportunities, trust in leadership, and supportive management. These aren’t issues that organizations can address with free doggie daycare or on-site CrossFit. Instead, they need to reevaluate the fundamental human needs of their workforce.

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Apprenticeship reimagined: A modern twist on a classic approach

A modernized apprenticeship model could be just the learning & development boost your organization needs

Posted by Matt Stevens and David Dulin on May 22, 2019.

Apprenticeships are a rather ancient form of on-the-job training. With roots in the Middle Ages, they served as a way to develop young craftsmen, who provided labor for master craftsmen in exchange for room, board, and training. While some trades still offer apprenticeship programs, and one might argue that today’s internships are similar, an adapted, modernized apprenticeship model could go a long way to addressing the shortages in skilled labor and the need for workers to keep their skills current and relevant as the Future of Work evolves.

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Beyond learning

Posted by Josh Haims, Amy A. TitusCarly Ackerman, and Emily Lappin on April 26, 2019.

How do you prepare for a future workplace where the boundaries between humans and machines are blurred? Where skill sets and job roles are fluid? Where learning isn’t the responsibility of a centralized function, but of the entire enterprise. And, where you will need to access, curate, and engage talent in more creative ways than ever before. The search for answers to difficult, yet essential, questions brought more than 90 learning and business executives together at the 8th annual Deloitte Chief Learning Officer Forum held at Deloitte University in March 2019.

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Who owns Future skill-building?

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Posted by Jeff Schwartz and David Mallon on March 04, 2019.

Companies need skilled workers to stay in business. Workers need skills to get a job and advance. It’s a two-way street. So who’s responsible for ensuring the workforce is developing the right skills and they are available at the right time? And what about the near-constant need to reskill and upskill as technology evolves? Do other institutions in society have a role and a responsibility, too—education? government? Asking and answering hard questions like these is part of the ongoing rise of the social enterprise and the growing power of individuals to influence organizational behavior.

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Creating value and meaning in the social enterprise


Posted by Michael Gretczko on February 12, 2019.

As organizations transition from business enterprise into social enterprises that meld business and social purposes, they have to leverage their human capital more effectively. Doing so is key to not only driving performance but also arriving at and navigating the crucial intersection where performance meets purpose. So what does it mean to make best use of people’s skills and abilities, especially when the future of work includes robots and people working side by side?

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Live long and prosper?

Sure, but first we need to reinvent 21st-century careers for century-long lives


Posted by Jeff Schwartz, David Mallon, on February 8, 2019.

Of all the trends and topics we talk with organizations about, there’s one that consistently causes an almost visceral response: careers. The way careers are changing, the evolving relationship between workers and employers, and what it even means to have a career today are causing people a lot of anxiety, both in the business context of managing a workforce and personally, as individuals managing their own work life. Is all the angst warranted? There’s no doubt careers have changed and will keep changing, and with change comes uneasiness. But there’s also great opportunity for reimagining and reinventing rewarding careers.

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Deconstructing Employee Experience

Posted by Madhura Chakrabarti on June 25, 2018.

Business and HR leaders are acutely aware of the importance of employee experience and the influential effect it has on organizational performance and results. Eighty percent of the HR and business leaders who participated in the Deloitte 2017 Human Capital Trends survey said that employee experience was “important” or “very important” to them. The problem: Only about one in five respondents (22 percent) said their organization was “excellent” at establishing a differentiated employee experience.1

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