Business leaders, think tanks, and HR experts—not to mention all of us at Bersin and Deloitte—have stated time and again that being a learning organization is critical to driving innovation and generating business results. High-performing organizations have what we call a learning culture, which we define in our 2010 study on High-Impact Learning Culture as “the collective set of organizational values, conventions, processes, and practices that influence and encourage both individuals and the collective organization to continuously increase knowledge, competence, and performance.”1 We have since described the leading practices of learning cultures in multiple High-Impact Learning studies2, and have just released Fostering a Learning Culture: Why it Matters Nowresearch findings piece that connects data across these studies to our most recent High-Impact Learning Organization research.
Posted by Kathi Enderes on November 12, 2018.
“Science confirms: people are not pets,” claims a recent article.1 The key finding of this piece was also the topic of the book Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink,2 which asserts that people cannot bribe others into doing what they want. Study after study has confirmed that attempts to motivate people with extrinsic rewards to perform better, work harder, or behave differently tend to be fruitless at best—and are often counterproductive. So why do so many organizations still use the old “pay for performance” moniker? Why do they spend hours and hours designing systems to evaluate performance and differentiate performance levels with rewards?
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.”
Posted by Juliet Bourke on February 15, 2017.
As public scrutiny of top teams (boards of directors and C-suite leaders) increases, the question arises: How well are top teams set up for success? Shareholders, employees, and the broader community need to be confident that top teams are making the best possible decisions.
Posted by Walt Sokoll on August 30, 2016.
A startling 92 percent of companies responding to Deloitte’s 2016 Global Human Capital Trends research rated redesigning the organization as very important or important, making it the No. 1 trend in this year’s report. One of the primary ways we see this organizational restructuring playing out is in the rise of teams—companies moving away from traditional hierarchical organization structures and empowering networks of teams centered around customers, products, markets, or missions.
Powering teams to better execute business strategy
Companies today are “living organizations” that must constantly adapt to market and industry pressures in order to stay competitive. This mode of continual change means they can no longer operate effectively in formal, rigid frameworks. Most executives recognize this shift—92 percent of surveyed leaders believe that redesigning their organization is either very important or important, and many are moving away from formal, functional structures and redesigning their organizations to be dynamic and team-based. Organizational Network Analysis (ONA) is a tool that can help manage living organizations to keep them agile and responsive to changes in the business environment.
Putting the puzzle pieces together
Posted by Juliet Bourke on February 26, 2016.
The discovery of DNA, the breaking of the German Enigma Code, the development of the Black-Scholes Options Pricing and Charles Darwin’s theory of natural selection. Seemingly disparate moments in science, war, and economics—but there’s a unifying theme.
Share your experiences in the Global Human Capital Trends 2016 pulse survey
Posted by Ben Dollar on November 4, 2015.
For the past three years, Deloitte has researched and reported on evolving trends in business, HR, and talent. These Global Human Capital Trends Reports have included topics ranging from developing high-performing leaders and employees to fostering employee engagement and retention to the rise of the open talent economy and the forces transforming the role of HR. This year, Deloitte’s fourth annual Global Human Capital Trends pulse survey explores trends in organization design and culture; in learning, leadership, and workforce management; and within the HR function itself. Continue reading “How does your organization work?”
Team leaders should own this process
Posted by Nathan Sloan on May 19, 2015.
When 90 percent of 3,300 business and HR leaders surveyed don’t believe performance management is a good use of their time (see Deloitte’s Global Human Capital Trends 2015 report), a desire for change is apparent — and it’s underway. Many companies (89 percent of those same survey respondents) have recently changed or are planning to change their performance management system. Deloitte is no exception: An April 2015 Harvard Business Review article describes how we’re Reinventing Performance Management at Deloitte. We recognize that organizations differ in type of work, culture, etc. But we believe that the thinking and innovation behind the changes we’re making are what’s needed to reverse the dismal perception of performance management and transform it into the driver of business results it’s meant to be.