Workforce transformation is the evolution of talent management

Posted by Mike Kemp, Kathi Enderes, and Nehal Nangia on November 26, 2019.

In an era of constant innovation and market disruption, change is the new norm. Many organizations are feeling pressure to continuously rethink strategic directions, including those related to their people. Today’s workforce strategies require an expanded view of who performs the work and a deeper consideration into the nature of the work to be done and where and when it can be completed.
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Transforming performance management? Start with the end in mind

Part 2 of a 3-part series

Posted by Joan Goodwin, Diane Morris, Greg Scott, and Josh Davis on October 16, 2019.

We’ve all been cautioned about the importance of preparation before taking action. This can be especially true for performance management transformations – sometimes organizations are so eager for change that they jump right in and fail to consider what they are truly hoping to achieve. In this post, we’ll explore how organizations can set themselves up for achieving the expected results by starting from a place of intentional exploration.

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Why workforce transformation is critical to the future of work

Posted by Kathi Enderes and Mike Kemp on September 24, 2019.

Expansions in technology, global connectedness, and changing workforce and customer expectations are presenting new opportunities for organizations. But expansion typically brings disruption, as well as pressures and confusion on how to best cope with change. These changes are bringing about the future of work, with accompanying implications for work itself, the people doing the work, and where the work is done. Traditional concepts of talent management and workforce planning only partially address the situation of rapid change. The new world of work requires a holistic, agile, and responsive approach—one that continuously rethinks work, the workforce, and the workplace to accomplish a balanced set of outcomes. The time to understand and implement that approach is now.
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Transforming performance management? Watch out for these 3 common pitfalls

Part 1 of a 3-part series

Posted by Joan Goodwin, Diane Morris, Greg Scott and Josh Davis on September 10, 2019.

Let’s start with the bad news: Performance management is the No. 1 “love to hate” talent program. According to a recent study of over 1000 organizations by Bersin™, Deloitte Consulting LLP, performance management has a -60 Net Promoter Score. That’s a lot of dislike across the globe. The good news is that there’s (almost) nowhere to go but up, and organizations have a lot to gain by transforming their approach to performance management.
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