If you believe that access to learning and development (L&D) opportunities in your organization is democratic, this next statement might feel like a splash of cold water: it never has been. Aside from the most basic of offerings—like choosing your own adventure from a learning management system catalog or required compliance training—formal learning opportunities have historically been a de facto performance-based reward in most organizations.
Posted by Jeff Schwartz on November 15, 2018.
As we’ve charted Global Human Capital Trends over the last seven years, we are seeing the arc and evolution of the human capital agenda emerge and, more specifically, the future of HR. The trends are showing us what’s becoming more important. Three persistent “Trends of the Trends” have emerged, combined with rising trends over the last seven years. Let’s look at the first Trend of the Trends: leadership.
As machines augment people in performing routine physical and process-based work, thanks to robotics, automation, and cognitive computing, the work people do is changing, opening the door to new opportunities for people to add value to customers, companies, and communities. In turn, what leaders expect—and what is expected of them—is changing, too. How are you developing leaders for the future of work?
Four takeaways from the 2018 Next Generation CHRO Academy
The lead trend in the 2018 Deloitte Global Human Capital Trends report is for the C-suite to act as a unified “symphonic” team, rather than a collection of functional specialists. Moving out of traditional silos and applying the collective expertise and experience of the entire executive team is seen as the most effective way to solve complex, multifaceted problems.1 At Deloitte Consulting’s annual Next Generation CHRO Academy, a select group of Chief HR Officer-aspiring HR and business leaders convened to focus on what it means to be this kind of decisive, influential C-suite leader in a world of ongoing disruption.
Posted by Andrea Derler on January 18, 2018.
The new world of work demands more than improving the digital skills of midlevel managers. HR must now turn its attention to CEOs and other top-level executives. While research1 shows that most organizations—7 out of 10—are doing a good job tailoring programs for first-, mid-, and senior-level leaders at their company, this focus on the center has left the top of the corporate pyramid less than ready for today’s fast-changing business environment. Just one-half of these same organizations have tailored programs for executives2, leaving C-suite teams to their own devices when it comes to boosting digital capabilities.
Part 2 of 5
As our Simply Irresistible model1 shows below, there are five essential elements of employee success: meaningful work, supportive management, a humane work environment, growth opportunities, and trust in leadership. In this article (the second of five, you can read the first here), we’ll discuss the issue of management.
Noah Rabinowitz on August 23, 2017.
A critical decision when looking to transform your business is “who should lead the transformation?” Who are the leaders in my organization that are going to create exponential value? Who are the game changers? In a perfect world, this is an easy question to answer because you have a well-developed bench of ready, willing, and capable talent. In reality, however, this is actually much harder because organizations around the world face a shortage—not a surplus— of these unique transformational leaders. As a result, organizations often face a critical question—to build or to buy transformative talent?
If your goal is the CHRO chair, how are you preparing yourself to take the helm? If you are a senior HR executive, how are you grooming your successor?
Posted by Noah Rabinowitz on March 23, 2017.
An old philosophical question asks, “If a tree falls in the woods and nobody is there to hear it, did it make a noise?” The essence of this question can be applied to leadership development initiatives as well. If development happens, but it can’t be measured, did it have an impact?
Posted by Noah Rabinowitz on January 6, 2017.
As we’ve discussed in parts one and two of our four-part series, leadership development is about giving people the knowledge, tools, and experiences they need to be effective leaders at your organization. That means developing them in the context of your business strategies and the issues you face in executing those strategies and reaching goals. Delivering that type of contextual leadership development starts with thinking differently about how you approach leadership learning. To be truly effective, your learners—not the content or the delivery mode or the underlying technology—should be at the center of your approach.