Talent is universal

Just as the need for talent is universal, the solution can be as well. Are you familiar with the Open Talent Economy? We first met it as a Human Capital trend, where it explored the notion of expanding talent networks beyond “balance sheet” employees to include “partnership talent” (employees who are parts of joint ventures), “borrowed talent” (employees who are part of contractors or outsourcing relationships), “freelance talent” (independent, individual contractors), and “open source talent” (people who don’t work for you at all, but are part of your value chain and services).

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Do you know what separates successful retail incentive compensation systems from failures?

Money Bag

Posted on September 9, 2014

A large retailer was gearing up for growth, and its call centers had to be prepared for a surge in customer demand.  The company’s leadership and internal audit knew that they could not grow with their existing manual processes that lacked a clear audit trail. 

The root of the problem was that each of the three call center departments—website, card services, and collections—operated independently, using different performance metrics, compensation calculations and manual processes.  As a result, pay for performance compensation was often inconsistent and inaccurate.  Plus they lacked the flexibility to move representatives among departments to meet seasonal demand. 

Do you know what separates successful retail incentive compensation systems from failures?  Do you know if your investment in automating your pay-for-performance program is paying off?

Join Deloitte, IBM and Kohl’s on September 09 at 1:00 PM ET for a candid case study webinar: ‘Business Enablement: Five Things that Matter for Incentive Compensation Management at Kohl’s’ to discover how Kohl’s instituted IBM Cognos® Incentive Compensation Management solution to:

  • Recognize a return on investment in automating pay-for-performance and review programs
  • Automate the import of qualitative and quantitative data from 15 different source systems
  • Systemize the process for mid-year and end-of-year review for 2,500 customer service representatives

Speakers:

  • Sarah Whealon, Sr. Manager of Enterprise Technology – Credit Division, Kohl’s Corporation
  • Gregory Livengood, Sales Performance Management Consultant, Deloitte Consulting LLP

Leading retailers like Kohl’s are using incentive compensation management to build competitive advantage by responding faster to market changes and opportunities. Register now for this case study webinar and see how it’s done.

How sophisticated is your Talent Acquisition social media strategy?

Talent Acquisition social media strategy

Posted by Robin Erickson on August 26, 2014

A soon-to-be-released Bersin by Deloitte study on High-Impact Talent Acquisition1 finds that social media use is a key driver of talent acquisition (TA) performance and a telltale sign of maturity in using TA strategically to enable the business. Mature organizations embrace the opportunity to leverage social media not only as a recruiting vehicle but also as an outlet to promote their employment brand, even going so far as to hire strategists to “curate” social media content. In fact, the study finds that the most mature TA functions are five times more likely to have effective social media campaigns than the least mature TA functions. Why does this matter? Because talent “lives” online these days, and social media is one of the most popular (and highly populated) neighborhoods, making it a prime source for recruiting.

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HR Times Redux: Have you seen these top posts?

labor Cost Optimization

Over the past three years, HR Times has been discussing the talent-workforce-leadership-learning-organizational sphere with a broad audience of HR leaders and practitioners from business, industry, and government. We’ve looked at the trends and technologies, the challenges and risks, and the opportunities and imperatives for the future. Now we’re taking a brief look back. Here are a few of the top posts that have garnered the most attention. Did you miss any? Take a look and take away some food for thought.

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Working the Clock

Where is the referee when employees are gaming your workforce management systems?

labor Cost Optimization

Posted by Lisa Disselkamp on August 12, 2014

A restaurant worker knows exactly when to punch the clock to gain an extra 15 minutes per shift. (So do his co-workers.)

Employees routinely use the time clock near the parking lot door (meant for security staff, whose office is nearby), rather than the clock near their workstations, gaining several minutes of paid time as they walk to their stations and settle in.

A nurse with a $75K salary earns a W-2 for $240K, thanks to overtime pay, shift premiums, and other incentives.

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Stay focused on what matters (value)

5 guideposts to help keep “reorgs” on track

Stay focused

Posted by Robin Jones and Don Miller on July 22, 2014

Raise your hand if you’ve been involved in an organizational redesign at some point in your career, whether leading or participating in the effort. In fact, it’s not unusual for a shift in business strategy to trigger a corresponding shift in organizational structure. The idea is that the organization is reconfigured to enable and support the business strategy so it ultimately becomes reality and generates value for the business. However, we have all seen many instances where companies start down the path of an organizational redesign only to get sidetracked along the way or end up at a destination that doesn’t fulfill their expectations or needs.

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If traditional learning evaluation is dead, long live…what?

Corporate Learning

Posted by Josh Haims on July 16, 2014

When I discuss learning evaluation and how to measure the impact of investments made in development with business leaders, everyone seems to agree: How learning effectiveness is evaluated and communicated today is not working and should be completely rethought based on the transformation going on in corporate learning environments. Let’s talk about what’s happening — I’d like to get your thoughts as well.

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Video: Curating the Talent Experience and Restructuring Work Environments

Looking at business-driven HR through the supply chain lens

Posted by Cathy Benko on June 30, 2014

Today’s organizations, and CHROs in particular, should think differently about how they attract and develop talent especially during the “Big Shift.” In this video post, Cathy Benko, a vice chairman and managing principal at Deloitte LLP, highlights four dominant themes on CHROs’ agenda: recalibrating their role and skills, and those of their teams, to align with organizational goals; embracing the open talent economy to connect with talent wherever it resides; leveraging predictive analytics to better understand talent needs and trends; and “curating” the talent experience to attract, retain, and cultivate top talent.

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Localizing HR doesn’t mean abandoning global standardization

Global standardization

Posted by Michael Stephan on June 19, 2014

For years we’ve worked with global organizations to help them standardize their HR practices around the world with the aim to lower costs while improving HR’s ability to efficiently serve the business and employees. This work often involves complex and sweeping transformation efforts, significant investments in ERP/SaaS platforms and shared service centers, and other changes in HR’s structure, technology, and processes. Now one of the Global Human Capital Trends 2014 looks at the ways a new model of “high-impact” HR is reshaping the global and local HR function. The idea is to retain globalized practices and infrastructure, but with localized flexibility to address the realities of specific countries or markets. It’s standardization with a twist — and that twist is what enables HR services to be more business-driven and ultimately more effective.

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Looking at business-driven HR through the supply chain lens

Looking at business-driven HR through the supply chain lens

Posted by Kelly Marchese and Benjamin Dollar on June 5, 2014

A company’s supply chain can be its greatest competitive asset or its weakest link. Its ability to efficiently and cost-effectively plan, source, make, and deliver goods is critical to meeting customer and market needs. Deloitte’s recent study of cross-industry Supply Chain Leadership explores the differences between Supply Chain (SC) Leaders — the 12% of companies rated by their executives as significantly above average in inventory turnover and percentage of on-time, in-full deliveries — and Supply Chain (SC) Followers — the remaining 88% of participants. In almost every area rated, significant differences emerged between SC Leaders and Followers, except one area: talent. Large majorities of both SC Leaders and SC Followers say they are already following leading talent practices. This surprised us. Can talent really be having little effect on supply chain outcomes? We were inspired to look closer.

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