Social Learning: Getting from “we push” to “you pull”

Social Learning

Posted by Jennifer Stempel and Amy A. Titus on April 17, 2014

It’s tempting to think that social learning is about technology — after all, social media platforms and the Web 2.0 technologies that enable them are virtually inseparable. But as our recent overview (Social Learning: Empowering employees to learn from one another) points out, social learning is different: more about people than technology. Specifically, social learning is about people sharing knowledge to learn from and with one another. Technology might be involved, or it might not. A more important characteristic is that it provides learners the ability to pull the information they need, when and where they need it. That’s the ideal “teachable moment” and when learning can be most valuable and productive.

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The grand opportunity for learning practitioners

Learning Practitioners

Video Blog: John Hagel & John Seely Brown discuss the future of learning and the unique opportunity for Chief Learning Officers to lead the way

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New research reveals Diversity & Inclusion efforts well-intentioned, but lacking

Diveersity & Inclusion

Posted by Stacia Sherman Garr on April 2, 2014

Today at IMPACT 2014: The Business of Talent, we’re launching new Bersin by Deloitte research on Diversity & Inclusion (D&I) nine months in the making. Our study of 245 organizations with operations in North America, 56 percent of which are global or multinational, reveals no shortage of good intentions when it comes to fostering an inclusive culture. Execution and results, however, are lagging.

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The Five Elements of a “Simply Irresistible” Organization

Launching Today at Bersin by Deloitte IMPACT 2014 Conference

The Five Elements of a Simply Irresistible Organization

Posted by Josh Bersin on April 1, 2014

New Deloitte Global Human Capital Research shows that organizations today must work hard to create a meaningful, humanistic work environment to drive engagement, performance, and a magnetic attraction in the market.

And this is good business. The Great Place to Work Institute has published studies which show that the “100 best places to work” outperformed the S&P 500 by over four-fold from 1990–2009 and there’s no reason to believe this won’t continue. (“The Great Workplace,” by Michael Burchell and Jennifer Robin.)

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Getting strategic about onboarding

Getting strategic about onboarding

Posted by Amy A. Titus and Josh Haims on March 27, 2014

I (Amy) remember my first day on a new job — it was 1999. I walked into my office, had a computer put in front me, and was promptly whisked off to take care of formalities like fingerprinting and drug testing. That was my onboarding. Fortunately, we’ve come a long way in the last 15 years. Today onboarding is recognized as a critically important talent strategy because it can dramatically affect both “hard” factors such as productivity, retention, and costs and those elusive “soft” factors such as employer reputation and referrals that can be a tremendous advantage in a tight talent market.

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Why large companies should do regular organization design audits

Organization design audits

Posted by Nicolay Worren on March 25, 2014

Most large organizations have a “corporate calendar” that includes periodic reviews of every major business unit. There are many different types of reviews. Two examples are monthly business reviews focused on operational performance and annual succession planning sessions, where current and potential future managers are evaluated. There may also be reviews and audits in functional areas such as Health, Safety, and Environment.

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Five trends in stock compensation

Five trends in stock compensation

Posted by Tara Tays and Barbara Baksa on March 20, 2014

The current environment is one of unprecedented change for long-term equity incentives. External pressures to reign in dilution and align pay more closely with performance have never been higher. The 2013 Domestic Stock Plan Design Survey, co-sponsored by Deloitte Consulting LLP and the National Association of Stock Plan Professionals (NASPP), provides key insights into how companies are responding to these pressures.

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Considering a private health care exchange?

Private Health Care Exchange

Posted by Jill Korsh, Grant Ruttinger and Patrick Travis on February 11, 2014

According to Deloitte’s 2013 Survey of U.S. Employers: Health care costs, benefits, and reform: What’s the next move for employers?, most employers are taking a “wait and see” approach to public health care exchanges under the Affordable Care Act. However, when asked about their likelihood of offering a private exchange to their employees, the majority of employers in all size ranges (from 50 employees to 2500+ employees) said they were at least somewhat likely to adopt a private exchange (see Figure 1). If your company is considering a private exchange, here are some things to think about.

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Deloitte and IBM Cognos ICM – Improving Sales Performance Management

Deloitte and IBM Cognos ICM

Sales performance management technology (SPM) alone is not enough to drive improved sales performance. Companies that are focused on improving sales performance need to make smart choices to align their business strategy with the organization, deployment and compensation of their sales organizations. This requires an SPM technology and a team that understands how to improve business performance leveraging systems, process improvements and a relentless focus on sales talent.

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Uptick in Manufacturing Focuses Attention on Human Capital


Posted by Mark Gardner, Tammie Potvin and Ina Gantcheva on February 4, 2013

After years of functioning largely in survival mode, U.S. manufacturing appears to be “back,” enjoying an exciting uptick. Hiring is up; demand for U.S. products is up, along with renewed interest in North American-manufactured products; spending on equipment/machinery is up; energy costs are at historic lows; economists are optimistic—we see a lot of positive and refreshing indicators that manufacturers can rally around. Many of our clients are taking the opportunity presented by the upturn to rethink, and in many cases transform, their HR functions and processes.

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