All well and good: From wellness to well-being

The move to expand traditional wellness programs into more holistic well-being programs is more than just “the right thing to do” to help employees manage their personal and professional stress; it can also create significant business value.

Posted by Jill Korsh and Michael Gilmartin on July 20, 2018.

Deloitte’s 2018 Global Human Capital Trends report highlights the need for organizations to be social enterprises, not just business enterprises. This encompasses not only how organizations do business and interact with the outside world, but also how they operate internally. Empowering workers’ well-being is a strategic imperative in today’s social enterprise and is a significant contributor to building an organization’s social capital. Today well-being is not only part of the social mandate for organizations, but also an HR and business issue, linked to culture, engagement, recruiting, productivity, turnover, burnout, business performance, and more.

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How are you evolving Learning & Development to drive business transformation?

Posted by Jamie Breshears , Joanne M. Kim, and Neha Yadav on July 9, 2018.

Today’s disruptive environment means organizations must always be looking to reinvent their business models and how they serve their customers. To enable these transformations, they need to be able to quickly reskill or upskill their people. Typically this has been the responsibility of the Learning & Development (L&D) function, but business leaders are telling us that L&D hasn’t been keeping up with the needs of modern learners. In fact, more than half (54 percent) of respondents to the 2018 Deloitte Global Human Capital Trends survey said they had no programs in place to build the skills of the future.1 As legacy L&D responsibilities become less relevant, L&D organizations should be looking inward to assess their current capabilities against those needed to advance the organization and ready people for the future of work.

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Learning and leadership models are evolving in the digital environment

Our latest MIT SMR and Deloitte Digital study reveals a first-time uptick in digital maturity in organizations around the world

Posted by Dr. Doug Palmer on June 29, 2018.

My colleagues and I at Deloitte just completed our 2018 global study of digital trends with MIT Sloan Management Review. This is our fourth year studying the transformative impact of digital business on companies around the world. This year’s study, based on a survey of more than 4,300 business executives, managers, and analysts, shows that more companies are making the necessary changes to adapt their organizations from a traditional environment to a digital environment. As part of this process, companies are evolving how they learn and lead to successfully compete in a continually changing market.

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Talent acquisition outcomes: So much more than “better hiring”

Posted by Robin Erickson and Denise Moulton on June 19, 2018.

We’ve been seeing significant evolution in the talent acquisition (TA) function for some years now as companies continue to refine how they attract, recruit, select, and onboard talent in a competitive market. But even we were surprised by how strongly the latest Bersin™, Deloitte Consulting LLP research on high-impact talent acquisition confirms TA’s advancement since our last study in 2014. We now have data tying TA maturity not only to advancements in how well the TA function fulfills its purpose, but also to business, financial, and workforce outcomes.

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Spotlight on Unilever: Practicing purposeful business through the Sustainable Living Plan

Posted on June 11, 2018.

Unilever’s long and strong heritage and culture of helping to make the world a better place stems from the company’s earliest beginnings in 1800s Victorian England.1 Today Unilever’s Sustainable Living Plan guides the purposeful way the company operates globally through three overarching goals: (1) improve the health and well-being of a billion people, (2) enhance livelihoods for millions of people, and (3) reduce the environmental impact of its business.2 Beyond the positive social and environmental effects of the goals themselves, the Sustainable Living Plan also serves the company by spurring growth, helping to reduce costs and risks, and improving trust in the company.

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Look beyond the traditional to enable learning with technology

Posted by Elizabeth Barisick, Dani Johnson, and Jason Magill on June 5, 2018.

Look beyond the traditional to enable learning with technology
Understanding the learning technology marketplace can be daunting. The ever-changing landscape of new vendors, new solutions, and new problems that organizations are looking to technology to help solve can be difficult to keep up with. Until now, many of the organizations we talk to use technology to help them make old practices more efficient (think e-learning instead of instructor-led). Some also use it to make the learner experience more engaging. But some of the most high-performing companies are going even further and thinking about the role of technology in learning completely differently.

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