Stay focused on what matters (value)

5 guideposts to help keep “reorgs” on track

Stay focused

Posted by Robin Jones and Don Miller on June 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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Using Big Data to ease a big challenge: Tax management for business travelers

Using Big Data to ease a big challenge

Posted by Lorraine Cohen and John Jennings on May 29, 2014

A long-standing, widely known — but sometimes ignored — tax requirement calls for income tax to be paid to the jurisdiction where work is actually performed. So, organizations with employees who travel to other states or other countries for business purposes should, in most cases, be tracking their employee’s travel in order to remit taxes to those locations where compensation reporting and withholding is required. (Requirements vary in a few states and, by country, according to treaty policies.) Even if employers fail to withhold and remit the required taxes, employees themselves are obligated to do so. With taxing authorities paying more attention to this requirement, and with the potential (and precedence) to incur substantial penalties for noncompliance, organizations would be wise to evaluate their current practices and remediate any shortfalls — the sooner the better.

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Smarter teaming to enhance pay-for-performance compensation

IBM Vision Conference

Posted by Greg Livengood on May 19, 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. Today at IBM Vision 2014, we will share how Deloitte worked with the retailer to meet corporate goals with IBM’s Cognos ICM.

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Are you prepared to be disrupted?

Benko Disruption

Posted by Cathy Benko on May 14, 2014

In our recent Deloitte Review article, Disrupting the CHRO: Following in the CFO’s footsteps, my co-authors and I explore the transformation of the CHRO role in the era of talent scarcity — which is proving to be a bumpy road. There are a number of reasons for this: the shift in corporate value creation, for example. In the 1960s, 60 percent of value was derived from tangible assets, while today, 85 percent stems from intangibles such as intellectual property, brand, and people. This increased reliance on knowledge work is at least as important as the need for companies to attract and retain technical talent and other STEM specialists—and both imperatives are raising the stakes for CHROs.

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Did you know these three trends in incentive pay design?

Incentives

Posted by Gregory Stoskopf, Sheila C. Sever, and Michelle Nguyen on May 8, 2014

Thanks to a new and unique study by WorldatWork in conjunction with Deloitte Consulting LLP and Vivient Consulting, we have a much more comprehensive picture of how organizations use incentive pay than ever before. The research examines the incentive pay practices of three distinct employer groups: publicly traded companies, privately held companies, and non-profit/government organizations. Being able to easily compare data across these groups has brought some intriguing findings to light. Here are three trends from the survey findings.

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You can’t turn off the fire hose, but you can control the pressure

Overwhelmed employee

Posted by Tom Hodson on May 9, 2014

If I had to pick the one Global Human Capital Trends 2014 that generates the most head nods of understanding it would be the trend of the overwhelmed employee. People seem to universally understand and share the feeling that being “always on” is taking its toll, but often seem at a loss about what to do about it. To many, the problem seems unsolvable. Here’s a look at how we got here and what the future might hold for controlling the information overload that hampers productivity, performance, and ultimately happiness.

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