HR, why are you the way you are?

HR, why are you the way you are?
Posted by Michael Gretczko and Emily Scott on June 27, 2017.

At many organizations, the “local” human resources rep isn’t local anymore. And neither are the employees. The “office” is the 30th floor in a skyscraper one day, a coffee shop the following week, and a living room with a crying baby the next. The diffusion of work from offices to digital environments has stretched HR’s ability to be helpful. Many executives recognize a gap—or chasm—between office culture and HR’s modus operandi. It begs the question Michael Scott from The Office famously asks of Toby Flenderson, Dunder Mifflin’s corporate HR rep:

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Connected learners > Common business context > Accelerated learning

Connected learners
Posted by Anagha Sawant on June 22, 2017.

Businesses are transforming rapidly to keep pace with an increasingly digital world. However, their ability to embrace digital depends, to a large extent, on their talent’s ability to perform in this new and ever-changing environment. Employees are having to constantly learn, unlearn, and relearn to match steps with their changing work environments and job roles. And they are having to do this fast.  How can organizations accommodate with learning that is both fast-paced and constant?

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Health care’s workforce of the future

New challenges. New trends. New solutions.

Two truths and a lie
Posted by David (Chip) Newton on June 20, 2017.

In many ways, health care providers are like any other service organization, subject to the same global economic, demographic, technology, and talent trends and challenges. But providers also face specific workforce challenges and, of course, the flipside: opportunities. Let’s look at some of the ways providers can improve workforce management to better meet their mandate in an increasingly complex operating environment.

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Reorganizing for the future: Eight federal workforce perspectives

Two truths and a lie
Posted by Jacqui Winters, Maurita Benjamin, Alex Braier, and Ana Lapter on June 15, 2017.

With the President’s March 13, 2017, signed Executive Order (EO), each federal agency has an opportunity to rethink its operations to improve the efficiency, effectiveness, and accountability of the organization. The guidance issued by the Office of Management and Budget (OMB) on April 12 provides additional direction to agencies, specifically around six factors to address in their plans, to include workforce reductions and cost savings. Each agency is required to submit an initial plan to OMB by June 30 with a final plan due on September 30.

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The dynamic duo: talent maturity and business impact

Global insights and findings about Brazil, China, and India

Always-on learning: Evolving L&D’s role

Posted by Ina Gantcheva and Stacia Sherman Garr on June 13, 2017.

The link between organizational talent and organizational performance is hard to dispute on a purely intuitive level: the notion that higher-quality talent leads to higher performance just makes sense. But where’s the proof? And what specifically about how organizations manage talent can lead to improved performance? We know that a “one size fits all” talent approach doesn’t work for multinational companies, but how exactly should they tailor a talent management approach by market? We set out to research this connection with an emphasis on talent practices in three growth markets: Brazil, China, and India. After nearly three years of study, what we uncovered is much richer than even we anticipated. We now have data and insights that can guide organizations looking to grow in these markets.

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Two truths and a lie

Insights from the 2017 Human Capital Technology and Service Provider Day

Two truths and a lie
Posted by Dave Smith on June 8, 2017.

Each year, Deloitte Consulting LLP brings together our key fellow members in the HR ecosystem—HR technology and service providers—to talk about the future of sustainable HR and the health of the ecosystem we share. Last year’s Provider Day event focused on the theme Understanding and serving the HR buyer and included our first-ever HR buyer guest panel. This year we gained considerable insights from providers on our theme, Sustainable HR: Agile evolution for the future. We were especially interested in perspectives that providers shared with our own Deloitte Consulting human capital leaders during social times and one-to-one meetings, and this article reflects our informal poll of participants about the key themes from the event.

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Platforms, and the future of HR: 3 principles to consider

Platforms, and the future of HR: 3 principles to consider

Posted by Michael Gretczko on June 6, 2017.

Fifteen years ago, when employees just felt lucky to have jobs, HR could operate on a “take it or leave it” basis. Now, with the U.S.’s transitory, demanding workforce, the balance of power has shifted. Attracting talent is difficult, and retaining top people is even harder. Workers have become “employee consumers” able to pick their workplaces like clothing off a department store rack. To effectively attract and retain employees, HR needs to adapt to their consumerist tendencies.

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Always-on learning: Evolving L&D’s role

Seen less, experienced more

Always-on learning: Evolving L&D’s role

Posted by Matt Stevens on May 31, 2017.

Traditionally, the role of the learning and development (L&D) function was plain to see, evident first in various course catalogs and instructor-led classroom training and later in e-learning that was essentially classroom training transferred online. Today, however, L&D is evolving to be a more ubiquitous, more behind-the-scenes force for supporting and enabling employee development and performance.

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The digital workplace: Using a distinctive, digitally enabled employee experience to drive value in mergers, acquisitions, and divestitures

The digital workplace: Using a distinctive, digitally enabled employee experience to drive value in mergers, acquisitions, and divestitures

Posted by Matt Usdin, Ed Alexander, and Kyle Forrest on May 26, 2017.

Merger and acquisition (M&A) and divestiture activity has been exceptionally strong the last several years – setting a record in 2015 with more than $5 trillion in deals struck1 and $3.2 trillion in deals in 2016.2 This activity has been driven by a variety of factors, with many companies looking for opportunities to grow revenue, benefit from scale, access new markets and distribution channels, and accelerate their pivot to digital. While the opportunities are abundant, achieving value through the M&A life cycle remains a challenge.

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