Incorporating a vision of the future-state workforce into deal planning helps organizations capitalize on the disruptive change encountered during an acquisition or divestiture to accelerate workforce transformation and redefine the way work gets done.
The importance of TA analytics
Finding the right high-performing talent is a key imperative in today’s highly competitive market—it’s tough to win with less-skilled, less-motivated, and less-culturally-matched people on your team. And business executives are keenly aware of this fact—Quality of Hire (QoH) is the Talent Acquisition (TA) outcome that matters most. Here’s a look at some ways to measure it.
Posted by Pete DeBellis on December 6, 2018.
Organizations are in an uphill battle for talent. With less than one job-seeker per job opening in the U.S. at present,1 and a scarcity of qualified talent, organizations need to make substantial changes to attract and retain the talent they need to maintain productivity and drive innovation. Rewards, of course, are one of the most important ways that organizations attract talent. But the days of offering talent the same rewards as competitors have passed. The current job market demands differentiated rewards—by employee, by life stage, and by each organization’s culture and values.
What will be the impact of the future of work on M&A? How should a buyer balance culture, engagement, and retention to create the right employee experience through a transaction? How might engaging HR early in due diligence result in a price adjustment, new announcement strategy, or improved integration planning? These are questions that HR executives often face as their companies go through M&A activity.
Posted by Brian Augustian on August 18, 2017.
Health care providers tend to lag other industries in the adoption of new business processes and technologies, and we find this to be consistent in the industry’s use of big data and analytics to improve organization performance. This is likely due to a number of factors, including the nature of health care work, tight financial margins and limited funds, and historically conservative cultures. Yet, the successful use of data analytics in other industries could indicate that it’s time for health care systems to up their game.
When the business is moving, HR can lighten the load
Posted by Danielle Feinblum on September 15, 2015.
Businesses move for many reasons—to support changes in the underlying operating model, to be closer to markets, customers, and resources (human or natural), to consolidate operations to save costs, to accommodate growth or divestiture via M&A transactions, to realize tax advantages, and more. Regardless of the motivation for the relocation, the process of relocating can seem overwhelming. HR can be a leader in helping to minimize disruption to the business and employees while helping the business achieve the intended results of the move.
Launching Today at Bersin by Deloitte IMPACT 2014 Conference
Posted by Josh Bersin on April 1, 2014
New Deloitte Global Human Capital Research shows that organizations today must work hard to create a meaningful, humanistic work environment to drive engagement, performance, and a magnetic attraction in the market.
And this is good business. The Great Place to Work Institute has published studies which show that the “100 best places to work” outperformed the S&P 500 by over four-fold from 1990–2009 and there’s no reason to believe this won’t continue. (“The Great Workplace,” by Michael Burchell and Jennifer Robin.)
I (Amy) remember my first day on a new job — it was 1999. I walked into my office, had a computer put in front me, and was promptly whisked off to take care of formalities like fingerprinting and drug testing. That was my onboarding. Fortunately, we’ve come a long way in the last 15 years. Today onboarding is recognized as a critically important talent strategy because it can dramatically affect both “hard” factors such as productivity, retention, and costs and those elusive “soft” factors such as employer reputation and referrals that can be a tremendous advantage in a tight talent market.
More than 1,000 people from a broad range of industries and roles attended our HR Executive Dbriefs webcast on talent retention (Talent Strategy: Why Valued Employees Leave and Ways to Retain Them). The fact that this topic attracted participants from the highest levels of their organizations (including CFOs, COOs, presidents, directors, and vice presidents), a variety of functions (finance, accounting, HR, IT, risk, and marketing, among others), and numerous industries (banking, real estate, energy, government, retail, insurance, telecom, health care, consumer products, and more) demonstrates just how high and wide the issue of retention reaches.
Posted by David Lusk and Scott Cole on March 15, 2013
It seems that no matter where in the world a business operates, it isn’t escaping pressures on the people side of the business.
This is the 19th year we have surveyed employers’ priorities for their rewards programs, but it is the first year we have included international employers. This year the Top Five Global Employer Rewards Priorities Survey includes responses from employers in 27 countries in the Americas, Asia Pacific, and EMEA (Europe, Middle East, Africa) regions. Despite sharp differences in economic, political, and geographic challenges among the regions, survey responses showed much less variation in employer concerns about the following challenges:
- Attracting, motivating, and retaining employees
- Aligning Total Rewards strategy with business strategy and brand
- Motivating staff when pay increases are flat or non-existent
- Controlling the costs of employee benefits
- Realizing appropriate ROI from reward expenditures