Your organization is considering moving its core HR system to the cloud. How will you decide yes or no? Which factors are critical to the decision and which are just noise? And is there a way to figure this out quickly—like in several weeks quickly?
Posted by Josh Bersin on April 26, 2016
I hope you’ve had a chance to dig into this year’s Deloitte Global Human Capital Trends 2016 report. The theme is The new organization: Different by design, reflecting this year’s No. 1 trend, cited by 92 Percent of respondents: the need to redesign our organizations and the way we get work done. The shift we clearly see is a move toward a new organizational model, one we call a “network of teams.” Your company might look like a hierarchy on the org chart, but in reality people operate in teams (sales teams, product teams, service teams, etc.), and the teams work with each other, often communicating transparently, sharing information, plans, and results.
How accurate are your perceptions of HRSS?
Posted by Greg Vert on March 16, 2016
If you still think of HR Shared Services (HRSS) organizations as little more than call centers and data entry hubs, it may be time to reset your perceptions—and your expectations. HRSS is continuously evolving to meet a new set of demands from the businesses it supports. To meet these demands, the modern HRSS operates more like a commercial business—focused on cost control, value creation, and customer service all at once.
Moving to a global HR SaaS platform can be a truly transformational event for an organization, yet payroll executives are increasingly recognizing that their voices are essential to realize the true value of the HR SaaS investment. While many of these leaders have developed global payroll strategies, they are now insisting that payroll impact assessments be conducted to confirm that the new HR SaaS will result in a globally integrated payroll solution that meets organization and employee expectations for usability and data quality.
Posted by Christopher Cameron on January 06, 2016.
One of the trends we examined in our Global Human Capital Trends 2015 report was the need for HR to get better at keeping pace with changes in the business. With only 5 percent of survey respondents rating their organization’s HR performance as excellent, and 32 percent rating it as underperforming or “getting by,” it seems clear that many HR organizations are struggling to deliver what the business needs (see Reinventing HR: An extreme makeover). This could have been the case with the HR organization in one company we worked with —but it wasn’t. Instead, HR leaders took the opportunity afforded by the business’s dramatic turnaround to reinvent HR in similar bold fashion.
Continue reading “Re-energizing HR: One company’s journey”
The status quo for HR isn’t encouraging — at least according to our global survey of 2500+ leaders in 90 countries:
- Less than 8 percent of HR leaders have confidence that their teams have the skills needed to meet the challenge of today’s global environment and consistently deliver innovative programs that drive business impact.
- Business leaders agree: 42 percent of business leaders believe their HR teams are underperforming or just getting by, compared to the 27 percent who rate HR as excellent or good when assessing HR and talent programs.
Posted by Cathy Benko on May 14, 2014
In our recent Deloitte Review article, Disrupting the CHRO: Following in the CFO’s footsteps, my co-authors and I explore the transformation of the CHRO role in the era of talent scarcity — which is proving to be a bumpy road. There are a number of reasons for this: the shift in corporate value creation, for example. In the 1960s, 60 percent of value was derived from tangible assets, while today, 85 percent stems from intangibles such as intellectual property, brand, and people. This increased reliance on knowledge work is at least as important as the need for companies to attract and retain technical talent and other STEM specialists—and both imperatives are raising the stakes for CHROs.
Posted by Josh Bersin on March 1, 2013
“…Push the envelope, ignore sacred cows and implement innovative programs that create passion, alignment, and teamwork.”
That’s how we sum up the new Bersin by Deloitte outlook, Predictions for 2013: Corporate Talent, Leadership and HR—Nexus of Global Forces Drives New Models for Talent.
At the SAPPHIRE NOW conference in Madrid, Spain, Paul Khanna, who leads Deloitte’s SAP HCM / SuccessFactors global practice, discusses the convergence of talent management and human capital management with advanced technologies, such as analytics and leveraging that for clients.
Posted by Dan McHugh and Margie Painter on November 6, 2012
Today at Workday Rising, we’re co-presenting with our colleague from AIG, which is in the midst of a global, multi-year HR Transformation initiative. Our session centers around a method for improving the effectiveness of change management in large-scale transformations.