“Leader-proof” your transformation efforts: Becoming agile

Posted by
Noah Rabinowitz
on December 12, 2017.

This series has been exploring the role of leaders in achieving business transformation. The first post, “Mind the gap,” looked at ways to determine if the leaders you have in place are the right ones to lead transformation. Last time, “Build or buy transformation leaders” looked at why building from within is typically the better choice. Today, I want to dive deeper into strategies for building a bench of transformational leaders. If you are going to leverage the 4E’s of leadership development (Experience, Exposure, Education, Environment),1 how can you do so in an innovative way? By borrowing from the agile methodology used in other types of development.

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Trends in global talent mobility

No longer just about managing expats, global mobility is key in realizing business and workforce strategies

Posted by Shannon Anderson-Finch and Ying Wang on December 06, 2017.

Like its fellow HR functions, global mobility has been impacted by broader market trends and is evolving to better meet the organization’s needs and those of the workforce. Its largely logistical, transactional role of the past has given way to a much more strategic and integral role in how the business attracts, develops, retains, deploys, and advances talent. In the first of our series on global mobility, we look at what’s driving the development of global mobility and introduce four global trends that are disrupting the mobility landscape, fueled by—and fueling—the digital age.

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The humbotic imperative


Posted by Mike Bentley, Ben Dollar, Jeba Dharmaraj and Stephanie Levitt on November 30, 2017.

The rise of robots in organizations has resulted in two schools of thought—those who believe robots will replace humans and those who believe robots will help humans perform better. Our view is that the world has reached a tipping point where robots and humans are set to thrive in a symbiotic partnership. It’s time to start thinking, “Can a bot do this task for me?”

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Learning FOMO: How curation can help prevent you from missing out on the development you expect

Posted by Jason Magill, Carly Ackerman and Mariana Aguilar on November 20, 2017.

There’s been a lot of talk in recent years about the effect that our on-demand, social-media-fueled culture is having on our collective psyche. It’s nearly impossible to escape being inundated with information about the lives of our network—new jobs, promotions, weddings, parties, concerts, trips. While these events may be carefully curated for sharing, they can lead to the feeling that everyone else is experiencing the glorious wonders of something you are not. This phenomenon, called FOMO (Fear of Missing Out), not only arises in our personal lives but is also showing up in the workplace—particularly related to employees’ expectations to build and develop new skills and engage in new experiences. While careful curation may contribute to FOMO in our personal lives, it can actually help avoid FOMO in learning while improving learning effectiveness.

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A true HR strategy is about more than HR

Elevating HR’s role to drive a sustainable business future

Posted by Arthur Mazor, Amy Sobey and Ken Kunkleman on November 15, 2017.

Despite HR’s evolution over the past 20 years, HR is not consistently creating sustainable business value for organizations. Only 20 percent of business executives believe HR is adequately planning for their companies’ future talent needs1. And, only 22 percent feel confident that their organization is adapting well to employees’ needs. Coupled with workplace and workforce disruptions, the challenge to HR is clear: step it up, or you could lose your seat at the table.

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Becoming Simply Irresistible: Meaningful work

Posted by Josh Bersin and Burt Rea on November 10, 2017.

In our Simply Irresistible model for the employee experience (aka employee engagement), we describe five core drivers of employee success: meaningful work, supportive management, fantastic environment, growth opportunity, and trust in leadership. In this article we’ll talk about the first, “meaningful work.”

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Organizing for digital maturity: Why it matters, how to start

Posted by Anthony Abbatiello, Sarah Vassy, and Nathaniel Paynter on November 2, 2017.

Digital disruption has been a true game-changer for organizations, taking many of them from a “survive and thrive” mentality to one of “evolve or die,” with companies like Blockbuster and Borders serving as well-known cautionary tales. The latest global research study by MIT Sloan Management Review and Deloitte Digital focuses on the race to digital maturity, which is proving to be a marathon rather than a sprint. The study reveals five key practices that distinguish more mature digital organizations, starting with making systemic changes in how they organize themselves.

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Organization of the future: Rewriting new rules for organization design

Posted by Don Miller on October 31, 2017.

Don Miller, a managing director in the Human Capital practice of Deloitte Consulting LLP, explains how organizations are redesigning themselves to be both efficient and adaptable to disrupt and compete in the fourth industrial revolution – the digital age. It’s not just about using technology—it’s about a fundamental mind-set shift in how organizations are rewriting new rules for organization design to purposefully break down traditional hierarchies in favor of dynamic, team-centric, flexible structures. Watch and learn about four ways to get started redesigning your organization for the digital age.

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Minds + Machines: Revolutionizing work, careers, and learning

Posted by
Michael Griffiths
,  Matt Stevens, and Carly Ackerman on October 27, 2017.

We often hear threats of the imminent doom headed our way in the form of artificially intelligent robots. Instead of considering robotics and cognitive technologies as a way to reduce the need for humans, organizations should be considering how the future of work drives complementary capacity created by automation. HR and Learning & Development (L&D) have a significant opportunity to help the organization transition toward structures capable of moving faster, learning rapidly, and embracing the dynamic, human-centered careers created as a result of digital proliferation and increased automation.

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Digital talent: Build it, use it, or lose it

Posted by
Margie Painter
and
Carlos Larracilla
on October 20, 2017.

Like it or not, digital is here, and in a few years, “being digital” will likely no longer be a competitive advantage for companies, but necessary for survival. With the dropping costs and rising adoption of AI, cognitive computing, and robotics, companies could easily be faced with applying these technologies everywhere, regardless of industry, function, or even company size. And that takes digital talent. But what does that mean? Who are these people? Where do we find them? They may not be who you think they are: digital talent is not strictly about “techies” and people who know how to use, build, or invest in new disruptive technologies.

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