This is the fifth in the series on the Simply Irresistible model (read prior articles here), which covers perhaps the most important element in the irresistible organization: fostering employees’ trust in leadership.
We recently attended Deloitte’s 2019 Chief Learning Officer Forum, where a number of learning leaders discussed the idea of feeling “safe” and its impact on workers. One participant made a great point: the very people we rely on to implement change in our organizations—middle managers—often experience heavy financial burdens due to aging parents, children’s college tuition, and/or debts carried over from past mortgages or higher education. A need for financial safety, he posited, might prevent the very experimentation and agility we want from our workers. Their need for job security could override any desire to take risks, innovate, or experiment in the flow of work.1 (A recent Deloitte survey found that financial topics like job security, retirement, and debt are among top employee stressors. Our colleague Pete DeBellis wrote on how to address this via a rewards strategy.)2
Posted by Kathi Enderes on December 4, 2018.
Ninety percent of the data in the world has been created within the last two years alone, and the continued emergence of new technologies will likely increase that rate even more. HR leaders have been attempting for years to use people analytics to turn this vast amount of data into actionable insights, but many still struggle with how and where to apply people analytics to maximize the return on investment. In the coming year, more and more organizations will start to apply people analytics in a new way, with a direct focus on the individual, rather than through HR or leaders—a bottom-up approach, as opposed to just top-down.
In our Simply Irresistible model for the employee experience (aka employee engagement), we describe five core drivers of employee success: meaningful work, supportive management, fantastic environment, growth opportunity, and trust in leadership. In this article we’ll talk about the first, “meaningful work.”
We are in the early stages of a shift from a global economy focused on angst, fear, and erosion of trust to one defined by creativity, curiosity, imagination, and social intelligence. To make this shift successful requires a broad shift in how institutions engage with employees and embrace the future of work.
Posted on September 9, 2014
A large retailer was gearing up for growth, and its call centers had to be prepared for a surge in customer demand. The company’s leadership and internal audit knew that they could not grow with their existing manual processes that lacked a clear audit trail.
The root of the problem was that each of the three call center departments—website, card services, and collections—operated independently, using different performance metrics, compensation calculations and manual processes. As a result, pay for performance compensation was often inconsistent and inaccurate. Plus they lacked the flexibility to move representatives among departments to meet seasonal demand.
Do you know what separates successful retail incentive compensation systems from failures? Do you know if your investment in automating your pay-for-performance program is paying off?
Join Deloitte, IBM and Kohl’s on September 09 at 1:00 PM ET for a candid case study webinar: ‘Business Enablement: Five Things that Matter for Incentive Compensation Management at Kohl’s’ to discover how Kohl’s instituted IBM Cognos® Incentive Compensation Management solution to:
- Recognize a return on investment in automating pay-for-performance and review programs
- Automate the import of qualitative and quantitative data from 15 different source systems
- Systemize the process for mid-year and end-of-year review for 2,500 customer service representatives
- Sarah Whealon, Sr. Manager of Enterprise Technology – Credit Division, Kohl’s Corporation
- Gregory Livengood, Sales Performance Management Consultant, Deloitte Consulting LLP
Leading retailers like Kohl’s are using incentive compensation management to build competitive advantage by responding faster to market changes and opportunities. Register now for this case study webinar and see how it’s done.
Posted by Tom Hodson on May 9, 2014
If I had to pick the one Global Human Capital Trends 2014 that generates the most head nods of understanding it would be the trend of the overwhelmed employee. People seem to universally understand and share the feeling that being “always on” is taking its toll, but often seem at a loss about what to do about it. To many, the problem seems unsolvable. Here’s a look at how we got here and what the future might hold for controlling the information overload that hampers productivity, performance, and ultimately happiness.