Is your contingent workforce program becoming obsolete?

Posted by Brian Proctor, Kathryn Charlton, Dana Flynn-Rea and Dave Yerks on October 4, 2017.

Your organization, like most of those we see, is probably already incorporating contingent workers in your talent mix, and likely seeing year-over-year increases in the number of contingent workers in your workforce. In Deloitte’s 2016 Global Human Capital Trends report, 51 percent of global executives surveyed said they plan to increase or significantly increase the use of contingent workers in the next three to five years, with only 16 percent expecting a decrease.1 But, even if you think your contingent workforce program has been up and running efficiently, it’s important to revisit it regularly. The contingent market is evolving rapidly, and keeping your program on autopilot could risk it falling far behind.

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High-impact operating model design in action

Part 2: Realizing the ultimate influencer

Posted by Tiffany McDowell, Uzair Qadeer and Julia Rudansky on September 29, 2017.

In part one of our three-part series on designing operating models for high impact, we looked at the role of operating model design in driving and supporting the behaviors necessary for a desired business outcome. Here we look at examples of how operating models influence behavior and where the discussion of behaviors fits in the design process.

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High-impact operating model design in action

Part 1: Reducing the risk of a failed transformation

Posted by Tiffany McDowell,  Uzair Qadeer, and Julia Rudansky on September 20, 2017.

Influential and instrumental, operating models are a vital link connecting business vision to an organization’s design and ultimately to a company’s success or failure. In a truly remarkable way, operating model design acts as connective tissue between theory and reality. Yet effective operating model design tends to remain one of the least understood organizational topics and continues to evade armies of sophisticated professionals. In the first of our three-part series on high-impact operating model design, we look at the (often overlooked) role of operating models in achieving business transformation, particularly their role in enabling and supporting desired behaviors.

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Is your job architecture holding you back?

Posted by Ian Dawson and Jennifer Kwech on September 15, 2017.

Structured job hierarchies with defined roles, responsibilities, reward systems, and career paths may have supported business and HR needs in the past. But with the emphasis on “employee experience,” the modern workforce is demanding greater mobility and flexibility in their careers, with more focus on team-based learning, and a greater breadth of opportunity within the organization. High-performing companies have been able to address these evolving employee demands by examining and restructuring their company’s job titles, reward programs, and career paths. The result is often a flatter, more dynamic organization.

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“Leader-proof” your transformation efforts: Build or buy transformational leaders?

Posted by
Noah Rabinowitz
on August 23, 2017.

A critical decision when looking to transform your business is “who should lead the transformation?” Who are the leaders in my organization that are going to create exponential value? Who are the game changers? In a perfect world, this is an easy question to answer because you have a well-developed bench of ready, willing, and capable talent. In reality, however, this is actually much harder because organizations around the world face a shortage—not a surplus— of these unique transformational leaders. As a result, organizations often face a critical question—to build or to buy transformative talent?

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Using people analytics to improve health care performance

Using people analytics to improve health care performance

Posted by Brian Augustian on August 18, 2017.

Health care providers tend to lag other industries in the adoption of new business processes and technologies, and we find this to be consistent in the industry’s use of big data and analytics to improve organization performance. This is likely due to a number of factors, including the nature of health care work, tight financial margins and limited funds, and historically conservative cultures. Yet, the successful use of data analytics in other industries could indicate that it’s time for health care systems to up their game.

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Looking beyond engagement and into worker passion

Looking beyond engagement and into worker passion

Posted by John Hagel III and Maggie Wooll on August 10, 2017.

We are in the early stages of a shift from a global economy focused on angst, fear, and erosion of trust to one defined by creativity, curiosity, imagination, and social intelligence. To make this shift successful requires a broad shift in how institutions engage with employees and embrace the future of work.

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Work is learning and learning is work: Becoming a High-Impact Learning Organization

Work is learning and learning is work: Becoming a High-Impact Learning Organization
Posted by Josh Haims and Dani Johnson on August 8, 2017.

New research from Bersin by Deloitte, Deloitte Consulting LLP, on what it means to be a mature, High-Impact Learning Organization (HILO) sharpens the urgency for the learning and development (L&D) function to evolve or potentially risk becoming irrelevant. CLOs: it’s time to strategically consider and put on your four faces; you have a tremendous opportunity (and an obligation) to drive the change needed to create and support a culture of always-on learning. C-suite and business leaders: you can’t afford to be complacent; you also “own” learning. How can you, as senior leaders, move your company toward high, Level 4 maturity as a true learning organization?

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