No “One Right Answer” for a Universal Issue

Message to HR Leaders: “Be Bold in 2013”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:

  1. Attracting, motivating, and retaining employees
  2. Aligning Total Rewards strategy with business strategy and brand
  3. Motivating staff when pay increases are flat or non-existent
  4. Controlling the costs of employee benefits
  5. Realizing appropriate ROI from reward expenditures

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The Big Picture: Practical Considerations before Implementing Talent Management

Many companies recognize talent data improves workforce planning and analytical decisions in helping them meet strategic business goals. As a result, they’re turning to talent management solutions to plug in that missing layer of data. These solutions can supply a wide range of information from compensation to performance to recruitment. But, before pursuing implementation, companies should take a step back for a bigger picture of the challenges they might face and benefits they could achieve, such as greater visibility into employees. This video blog will help companies gain a wider perspective on the impact talent management solutions can have across their enterprises. Plus, it will offer some leading practices as companies move toward implementation.

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Deloitte University: Practicing What We Preach

Deloitte University: Practicing What We PreachPosted by William Pelster on August 21, 2012

This HR Times blog is about HR professionals talking shop with other HR professionals. So I’m glad to talk about how we at Deloitte are tackling some of the same issues of talent, leadership and learning and development as our clients and HR colleagues. We might also have titled this post, “Why we decided to spend $300+ million during a recession.” Here’s the story.

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Building the Next Gen in Financial Services

Building the Next Gen in Financial Services Posted by Rob Dicks and Linda Quaranto on June 1, 2012

Many financial institutions are in the midst of an all-out effort to redeem, refocus, reposition and generally remake themselves in the wake of the financial crisis and ensuing Dodd-Frank regulations (among others). While the topic of executive compensation has received much attention, the talent implications of industry reform reach far beyond the C-suite and far beyond compensation alone, rippling throughout the ranks of both front-office and back-office personnel.

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Global Business Driven HR Transformation: The Journey Continues

Global Business Driven HR TransformationPosted by Jason Geller and Arthur H. Mazor on December 12, 2011

You can turn to the TV talking heads to hear opinions about the future. Or you can turn to the people in the trenches for an informed view of what really lies down the track.

These words introduce our new book on global HR Transformation and help explain why we created it. Our global HR Transformation consulting practitioners have amassed a unique perspective on the continuing journey to achieve Business Driven HR and address the major challenges organizations face globally larger issues and trends.Most every organization with which we collaborate can share stories about their place along the HR Transformation journey. The strategies we’ve pulled together are grounded in a set of key business imperatives, including:

  • Growth
  • Globalization and Emerging Markets
  • Cost Pressure
  • Talent
  • Innovation
  • Emerging Technologies
  • Mergers & Acquisitions
  • Risk & Compliance

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Leadership by Design

Leadership by DesignPosted 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.

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Put Yourself on the Fast Track

Put Yourself on the Fast TrackPosted by Neil Neveras on June 14, 2012

Our Human Capital Trends 2012 report discusses broadly what HR organizations are doing and experiencing in the quest for growth and higher efficiency. But individual employees can also glean focused takeaways from many of the trends to apply to themselves and their careers. That’s certainly the case in Fast-track to the Top, which discusses organizations’ need to identify and develop high-potential leaders. If you’re a leader who wants to move faster and go farther, you can take steps to own and accelerate your development.

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