We recently had the chance to present some results from our new Deloitte 2013 Strategic Sales Compensation Survey at a Dbriefs webcast (The missing link – How incentive compensation can fail sales organizations). The survey results pointed to a paradox or “missing link” in sales incentive compensation, in that compensation doesn’t driveperformance, a finding that jibed with our informal polls of webcast participants.
Posted by William Pelster on January 4, 2013
In HR and elsewhere, we’re in thrall to Big Data – sold on the power that information and analytics can give us as we work to understand our surroundings and make critical decisions.
Big, however, is only one of the ways to measure data’s value. Fresh, original and relevant matter too. When you apply the right knowledge to a challenge, the strategies you form as a result are better. The work of designing and implementing change is easier and more effective. When all the elements align from beginning to end, HR can more easily reach its full
potential to drive bottom-line business results.
Posted by Robin Erickson on October 23, 2012
Back in the fall of 2009, Deloitte released a special report on talent retention based on a survey of more than 350 employees around the world. At that time, nearly half (49 percent) of the surveyed employees were considering leaving their jobs—30 percent were already actively looking for new employment. The indications pointed to a pending “resume tsunami” once the recession ended and improving prospects bolstered employee confidence and desire to test the employment waters. These findings jibed with Deloitte research that found when unemployment goes up, employees stay put and when unemployment drops, employees look to move on.
Posted by Alice Kwan on January 20, 2011
How can we grow?
How can we build our leadership ranks?
How can we get the right talent in the right place?
These are the key questions senior executives and talent managers at large (+$500 million) companies are confronting in the face of lingering economic uncertainty and an uneven talent market. These results are from Talent Edge 2020: Redrafting talent strategies for the uneven recovery our latest survey in the Talent Edge 2020 series build from the findings of two earlier studies: a December 2010 report on executive attitudes and an April 2011 report on global employee attitudes and talent concerns.
Posted by Neil Neveras and Eric Berger on November 10, 2011
“If I just had better leaders, I could _________”
That’s what I hear over and over from the companies with whom I work. Whether they fill in the blank with “expand into new markets” or “meet increasing regulatory demands” or “transform the company”—or some other pressing issue—they know that improved leadership is critical to meeting the challenge. What they are unsure of, however, is how to develop the leaders they need.
We see leadership development as a process—one that starts with getting crystal clear about your company’s top strategic priorities, then figuring out where your leadership gaps lie relative to those priorities and finally taking targeted actions (more than one!) to close the gaps. Like solving other business challenges, leadership development requires a systemic solution that considers many factors in an organized, thoughtful way.
Posted by Fred Miller on October 19, 2011
Collective leadership is an approach to thinking about how organizations achieve major goals: deploy new strategies or implement transformational change. It identifies ways leaders can more effectively galvanize their people to work together toward a common purpose. It is a business strategy, rather than an HR strategy, but its emphasis on people and leadership means HR can be an important driver and supporter of the effort (as explained in our Human Capital Trends 2011 report).
Posted by Alice Kwan on October 7, 2011
Many of the executives I talk with are wrestling with how to establish a culture of innovation in their organizations. Driven by forces like M&A activity, the growing need to partner with others in and out of their industry and the ever-present pressure to increase efficiencies and cut costs, they want to know how to expand collaborative thinking and new idea generation beyond the traditional “innovation departments” like R&D and product development.
Posted by Andrew Liakopoulos on August 25, 2011
Few of us work the same way now as we did (or our parents did) over 20 years ago. Workplaces are moving away from the corporate ladder, with its top-down hierarchy, vertical career path and career versus life dilemma and toward a flatter, more collaborative, Corporate Lattice structure that offers more options for getting work done and defining a career. (See From ladder to lattice: The shift is on.)