Solo or Symphony?

Do your C-suite leaders have the same view of your workforce?

Posted by Robert A. Dicks, Michael Fuchs, and Garry Spinks on April 23, 2019.

We’ve all seen those images that seem to show one thing, but when the camera pulls back or shifts to another angle, we find out the real picture is quite different than it first appeared. It can be the same when looking at the business. Every C-suite includes a variety of functional specialists who consider the business through their particular lens, whether it’s the CEO, CFO, COO, CIO, CHRO—whomever it might be. The CEO is tasked with minding the big, presumably complete, picture. But pulling that true picture together, particularly in terms of most organizations’ biggest expense—the workforce—means the C-suite has to start thinking and acting symphonically about workforce decisions, rather than as a collection of solo acts.

Continue reading “Solo or Symphony?”

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?

Continue reading “Creating value and meaning in the social enterprise”

Good intentions, Great outcomes: Optimizing the value of a tax savings reward

If you plan to share anticipated tax savings with workers, how can you make the impact truly meaningful?

Posted by Michael Niciforo, Garry Spinks, and Naomi Bradley on March 16, 2018.

Due to the reduction in corporate tax rates in the Tax Cuts and Jobs Act of 2017,1 companies have an opportunity to reinvest those savings in the business. Many are choosing to share the savings with their workers in the form of a cash bonus. But while these organizations’ intentions may be good, the outcome of this decision is a short-term, one-time event, rather than something that has longer-term impact. Why? It could be as simple as this: They didn’t ask workers about their wants, needs, and preferences.

Continue reading “Good intentions, Great outcomes: Optimizing the value of a tax savings reward”

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

Continue reading “No more sitting on the sidelines”