How telecom icon AT&T’s talent reskilling enables future relevance

How telecom icon AT&T’s talent reskilling enables future relevance
Posted on September 27, 2016.

The talent crisis and some of the ways organizations are dealing with it has been a topic of conversation on HR Times since we started. We’ve discussed it from a manufacturing perspective (and in particular, the chemical industry), an HR perspective, a finance industry perspective, and a broad national perspective. Now in a new Harvard Business Review article, John Donovan, AT&T’s chief strategy officer and group president, and our own Deloitte Consulting LLP principal, Cathy Benko, take a company-specific perspective, explaining how one of the largest and most iconic companies in the world (No. 10 on the Fortune 500) is addressing the talent challenge.

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Next up for L&D: Crafting a compelling learner experience

Next up for L&D: Crafting a compelling learner experience
Posted by Mary Slaughter on September 22, 2016.

We’re starting to see an emerging trend, not only with our clients but also in the learning & development (L&D) space in general: an emphasis on learner experience. It’s showing up in people’s titles, it’s being reflected in conference agendas, speakers, and attendees, and it’s becoming a rallying point for organizations that want to shift from a training culture to a learning culture. Here’s a look at what’s driving the trend, and ways organizations can become part of it.

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Architecting the HR customer experience: Design thinking in action

Architecting the HR customer experience: Design thinking in action
Posted by Michael Gretczko, Marc Solow, and Maribeth Sivak on September 20, 2016.

What if you could deliver an HR customer experience that is analogous to what big online retailers are doing to create a customized shopping experience, one in which HR customers are able to clearly see their options, access information, and take action more easily? What do you think the impact might be on your employment brand, retention, and engagement ratings? By applying design thinking to reimagine and architect the HR customer experience, companies can deliver an experience that feels more like a world-class retail experience—one in which HR customers perform activities digitally, both at their computer and on the go, in a way that can increase both engagement and satisfaction. Here’s an example of design thinking in action.

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Engaging the workforce

Getting past once-and-done measurement surveys to achieve always-on listening and meaningful response

Engaging the workforce
Posted by Alyson Daichendt on September 15, 2016.

More than 8 in 10 (85 percent) of the executives responding to our Global Human Capital Trends 2016 survey rated engagement as an important (38 percent) or very important (48 percent) priority for their companies. But company actions regarding engagement don’t always support that level of importance. Just over half of the respondents (64 percent) say they are measuring employee engagement once a year, and a surprising number—nearly one in five (18 percent)—said their companies don’t formally measure employee engagement at all. As the workforce and its expectations about work evolve rapidly, employers should start treating engagement as the business-critical issue it is.

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A level playing field or out in left field?

IAIS Capital Standards 2016 Field Test

A level playing field or out in left field?
Posted by David Sherwood, Matthew Clark, and Sara Veit Kaufman on September 13, 2016.

In an effort to promote global financial stability and protect policyholders through the maintenance of a fair, safe, and stable insurance market, the International Association of Insurance Supervisors (IAIS) has been developing an Insurance Capital Standard (ICS). ICS is one component of the Common Framework (ComFrame) for the Supervision of Internationally Active Insurance Groups (IAIGs), and is intended to promote effective and globally consistent supervision of the insurance industry. The IAIS’s intent is to provide comparability of outcomes across jurisdictions, but the question is how this can most effectively be attained.

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A better way forward: Digging out of the leadership development black hole

A better way forward: Digging out of the leadership development black hole
Posted by Noah Rabinowitz on September 09, 2016.

Leadership development is big business, to the tune of $31 billion in 2014.1 But where’s the payoff for that investment? Many companies don’t really know (and their consultants allow it to happen). They assume it’s a good thing to do, but leadership development is notorious for not being tracked or assessed in conjunction with the rest of the business or with the same rigor as other decisions and investments. This situation is not likely to be tolerated in any other area of the business and is clearly not sustainable. Yet here it persists, a veritable black hole where plenty of dollars go in, but few measurable results come out. I’d like to propose a better way.

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Should you appeal a health insurance exchange notice?

Should you appeal a health insurance exchange notice?

Posted by Jerry Karlin and Jamie Gross on September 07, 2016.

Many of our clients have reached out to us about notices they have received from public (federal or state) health insurance exchanges. The notices inform employers about employees who have qualified for subsidies to purchase coverage through the exchange, and give employers the chance to appeal this determination. To appeal, employers have to demonstrate they have offered “affordable” coverage that provides “minimum value” to the employee. The question we’re hearing from clients: Should I respond to the notice?

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On trend: Organizing around teams

On trend: Organizing around teams

Posted by Walt Sokoll on August 30, 2016.

A startling 92 percent of companies responding to Deloitte’s 2016 Global Human Capital Trends research rated redesigning the organization as very important or important, making it the No. 1 trend in this year’s report. One of the primary ways we see this organizational restructuring playing out is in the rise of teams—companies moving away from traditional hierarchical organization structures and empowering networks of teams centered around customers, products, markets, or missions.

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Know before you leap

Understanding potential HR Shared Services implementation issues ahead of time can help solve them more easily or bypass them altogether


Posted by Shannon Sheckler on August 26, 2016.

Organizations continue to explore and migrate a variety of HR work to shared services models. What originally started as a way to enhance the customer (employee) experience and save costs in transactional operations is evolving into a range of services to better support globalization, a virtual workforce, and global talent strategies. Reaching HR Shared Services’ (HRSS’) potential, however, means first clearing a few hurdles along the way. In the spirit of “forewarned is forearmed,” here are five of the most common issues you may encounter when transitioning to HRSS, along with some considerations for managing them.

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