Cybersecurity culture

Shoring up your organizational governance and awareness

Shoring up your organizational governance and awareness

Posted by Monique Francois and Don Miller on September 22, 2015.

Security breaches are happening more than ever, creating multimillion-dollar risks and exposing invaluable personal data. Estimates from around the globe show data breaches are up nearly 50 percent,1 and a study done for McAfee in 2014 by the Center for Strategic and International Studies estimated the global economic cost of these breaches at more than $445 billion.2 Organizations are working to both increase security awareness and build or improve cybersecurity functions to protect their organization’s intellectual property, confidential information, and employee, customer, and contractor data. They should also be aligning their organization culture and talent to protect their company’s and employees’ information assets.

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Moving from understanding to action: Six key steps

Moving from understanding to action: Six key steps

Posted by Josh Bersin on September 16, 2015.

Over the years, we always asked our analysts to focus our research on “actionable information”—models, tools, frameworks, and examples that can help people solve problems. And most of you have told me this is very valuable and very helpful. But it hasn’t been enough. Read the full post »

Making corporate moves

When the business is moving, HR can lighten the load

How the cloud is helping to elevate talent needs in HR Shared Services

Posted by Danielle Feinblum on September 15, 2015.

Businesses move for many reasons—to support changes in the underlying operating model, to be closer to markets, customers, and resources (human or natural), to consolidate operations to save costs, to accommodate growth or divestiture via M&A transactions, to realize tax advantages, and more. Regardless of the motivation for the relocation, the process of relocating can seem overwhelming. HR can be a leader in helping to minimize disruption to the business and employees while helping the business achieve the intended results of the move.

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Rising expectations

How the cloud is helping to elevate talent needs in HR Shared Services

How the cloud is helping to elevate talent needs in HR Shared Services

Posted by Gautam Shah on September 9, 2015.

Are you a leader in an HR Shared Services organization?
Are you a member of an HR Shared Services organization?
Are you evaluating or implementing a Cloud/SaaS solution for HR?
Are you transforming your HR function?
Are you setting up a new HR Shared Services organization?
Are you insourcing your HR service delivery?
Are you responsible for managing talent in your HR organization?

If you answered “yes” to any of these questions, you might find some useful nuggets here.

Over the past 5+ years, we’ve seen a tremendous surge in the number of organizations moving to the cloud. Cloud or Software-as-a-Service (SaaS) technology has disrupted the HR function across multiple dimensions—organization, process, people, and technology—including the HR Shared Services (HRSS) organization and its people. This disruption, coupled with the changing perception of the shared services organization from a traditional back-office administrative function to a strategic value-added operational function, has resulted in the need for different talent and skills to support this elevated position.

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Feedback is the killer app

Feedback is the new killer app

Posted by Josh Bersin on September 3, 2015. Originally published on Forbes

Over the last several years, we’ve pointed out that employee engagement, culture, and gaps in the leadership pipeline have become top talent issues around the world.[1] More than 80% of all companies struggle to define their culture and only 17% feel they have a good handle on the engagement issues among their workforce.

At the same time these issues rise to the top, so does our frustration with the annual performance management process. As we like to think of it, “performance management is management” – so when we give managers a complicated, rigid process for evaluation of people, we essentially make management harder (or less effective). No wonder more than 60% of all companies are in a redesign of the appraisal process.

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5 signs your job architecture could be due for a rebuild (and why you might want to)

5 signs your job architecture could be due for a rebuild

Posted by Gregory Stoskopf
and Lynda Phenix on August 12, 2015.

It’s not uncommon for the underlying infrastructure of an organization’s jobs—what we call job architecture; also referred to as job structure, catalogue, or leveling—to become outdated and weak.

Growth is a common culprit, particularly through M&A activity. Organizations might adopt the job titles of merged or acquired employees without harmonizing them into a master set of job titles and leveling jobs across the organization. The danger is that a “senior manager” in one organization may have had different responsibilities and a different place in the organizational hierarchy than a senior manager in another organization. It could also be that one organization’s senior manager performs duties akin to an operations manager in another, but the two are considered to be at different levels and compensated differently.

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How HR and business leaders can support digital transformation

How HR and business leaders can support digital transformation

Posted by Doug Palmer on August 5, 2015.

It might be tempting to think your organization’s digital adoption and level of digital sophistication is mostly outside the realm of HR. But new research by MIT Sloan Management Review and Deloitte Digital (Strategy, not technology, drives digital transformation: Becoming a digitally mature enterprise) highlights several reasons why this isn’t the case. The study indicates that how adept businesses are at leveraging digital technologies to transform processes, talent engagement, and business models isn’t as much about technology as it is about strategy, culture, leadership, learning, and talent—all areas within HR’s influence.

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Beating the skills shortage

UpSkill America aims to train 24 million frontline workers

Beating the skills shortage

Posted by Alice Kwan and Danielle Hawkins on July 14, 2015.

The problem has been well-documented: America faces a serious shortage of skilled workers that threatens the nation’s ability to grow and prosper.1 In April 2015, a White House Summit convened to address the critical need to expand economic opportunity for low-wage workers and develop a more skilled workforce. UpSkill America2 is an employer-led movement to address this issue so that frontline, entry-level jobs can become stepping stones to higher-paying, mid-skill positions.

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Lighten the load

Supervisory burden analysis can bring relief to overwhelmed managers

Lighten the load

Posted by Michael Puleo and Don Miller on July 09, 2015.

For the past few years, we’ve been examining the trend of the overwhelmed employee and its effect on workplace productivity and engagement. Research from our Global Human Capital Trends 2015 report points to the complexity of the work environment as a contributing factor: 74 percent of surveyed business and HR leaders rate their work environment as “complex” or “highly complex” (see Simplification of work: The coming revolution). And 40 percent of American employees surveyed don’t believe it’s possible to succeed at work, make a good living, and have enough time to contribute to family and community.1 Managers responsible for supervising the work of others can be particularly strained—a phenomenon we’ve been studying and helping companies alleviate through supervisory burden analysis.

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The simplification of work: What is HR’s role?

The simplification of work: What is HR's role?

Posted by Josh Bersin on June 30, 2015. Originally published on LinkedIn.

In our research during the Global Human Capital Trends 2015 project, we found that while more than two-thirds of the companies we talked with are dealing with “the overwhelmed employee,” a similar number told us that their work environment had become “highly complex” or “complex.” When we asked companies what they were doing about this, we found that almost one-third had some type of simplification program in process.

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