The rise of the social enterprise: Now it’s personal


Posted by Jeff Schwartz and David Mallon on January 29, 2019.

It’s impossible to be a social enterprise—a company that serves both a social and business purpose—without respecting the newfound power of the individual. Individuals are one of the three key macro forces driving the rise of the social enterprise, alongside expectations that businesses will step in to lead on society’s biggest issues and the impact of rapid technological change. From social media likes to in-person protests and everything in between, the individuals that make up today’s workforce wield more power and influence than ever before. Stopping this movement is not an option, so organizations should consider joining it.

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Does your contingent workforce program create exceptional experiences?


Posted by Brian Proctor, Kathryn Charlton and Dana Flynn-Rea on October 12, 2018.

The talent landscape continues to evolve and companies can no longer assume that a traditional employee-employer relationship is enough. “To attract talented people in this quickly evolving landscape, companies must proactively create an irresistible experience—a magnetic organization that empowered, free-agent people can’t help but want to join.”1 As consumers of contingent talent, we compete in competitive markets with evolving talent types, fluid worker management models, and an array of technologies to access sourcing platforms. To excel in sourcing, attracting, and retaining high-impact non-employee talent, effective contingent workforce management programs must focus on differentiators. What can set an organization apart are the experiences they create for people—not just what they do, but how they do it. At Deloitte, we talk about these as “Moments that Matter”—exceptional experiences that spark deep relationships and generate lasting value.2

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