12,762 likes, 3 million views, 100,000 clicks—all these measures provide some perspective into the reach of a marketing campaign. But the most valuable insight comes from deeper analysis—one that illustrates the connection between eyes on the content and dollars in the register, the true measure of effectiveness for a given marketing campaign. In the same way, the game-changing insights about learning come not just from identifying the before-and-after change in a given behavior, or observations between a test and control group, but also from combining learning data, business data, and behavioral data and conducting robust statistical analyses to personalize learning recommendations and career development interventions. Calibrated through multiple data points, these precise solutions drive business outcomes by delivering the right intervention to the right person at the right time.
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 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.
Our latest MIT SMR and Deloitte Digital study reveals a first-time uptick in digital maturity in organizations around the world
Posted by Dr. Doug Palmer on June 29, 2018.
My colleagues and I at Deloitte just completed our 2018 global study of digital trends with MIT Sloan Management Review. This is our fourth year studying the transformative impact of digital business on companies around the world. This year’s study, based on a survey of more than 4,300 business executives, managers, and analysts, shows that more companies are making the necessary changes to adapt their organizations from a traditional environment to a digital environment. As part of this process, companies are evolving how they learn and lead to successfully compete in a continually changing market.
In a recent issue of Deloitte Review, John Hagel, Jeff Schwartz, and Josh Bersin suggest a framework for understanding the future of work and its implications for individuals, organizations, and governments. HR Times caught up with John and Jeff to hear more about the framework and how HR leaders and professionals can apply it.
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.
Posted by Josh Bersin on September 16, 2015.
Over the years, we always asked our analysts to focus our research on “actionable information”—models, tools, frameworks, and examples that can help people solve problems. And most of you have told me this is very valuable and very helpful. But it hasn’t been enough. Continue reading “Moving from understanding to action: Six key steps”
As work and workplaces continue to evolve, so do many employees’ expectations about what they want from their jobs. A previous model of lifetime employment with one company and aspirations of “climbing the ladder” has given way to career paths that are more fluid and lattice-like. As part of this transition, formal classroom learning often gives way to experiential, on-the-job (OTJ) learning. OTJ learning can not only be efficient and cost-effective in that it takes advantage of learning moments that arise naturally, but also strategic in that it can promote talent attraction and retention by addressing employee desires to keep developing professionally.
Over the past three years, HR Times has been discussing the talent-workforce-leadership-learning-organizational sphere with a broad audience of HR leaders and practitioners from business, industry, and government. We’ve looked at the trends and technologies, the challenges and risks, and the opportunities and imperatives for the future. Now we’re taking a brief look back. Here are a few of the top posts that have garnered the most attention. Did you miss any? Take a look and take away some food for thought.
Through our work and discussion with well over a hundred Chief Learning Officers (CLOs), we’ve observed their increasing interest in understanding the many moving forces that are impacting the marketplace and workplace on a global level. There’s a sense that CLOs, like the world around them, are in motion. We examine five forces below that are contributing to this concept of moving forces.
Reconciling global and local
We’re seeing a new urgency around a conversation that’s been ongoing for several years — the topic is how to organize and scale learning operations to support the global enterprise; the urgency is around knowing what actually works. How are companies achieving consistency across the enterprise but still allowing flexibility for certain regions, businesses, or disciplines? It’s a far more strategic conversation today about the complex process of building and sustaining a workable, agile learning operation.