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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Culture vs. Engagement

Avoiding the runaway strategy bus (or getting it under control before it crashes)

Culture vs. Engagement

Posted by Alyson Daichendt on August 23, 2016.

We’re having a #TBT moment, thinking about the classic ’90s movie, Speed. You remember it—there’s a runaway bus that can’t drop below 50 mph or it will explode AND the driver is critically injured—dun dun dun…. Cue Keanu Reeves and Sandra Bullock jumping in and guiding the bus safely through traffic while diffusing the bomb and saving the day. What brought this to mind (other than a recent TV movie marathon on a rainy Sunday afternoon)? It’s a situation we see play out repeatedly in the workplace.

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It takes two to tango

Or, how much can organizations influence employee engagement?

It takes two to tango

Posted by Robin Erickson, Ph.D. on August 18, 2016.

I’ve been studying employee retention and engagement for almost 15 years. During that time, engagement rates—or more accurately, disengagement rates, have been an ongoing problem. Gallup’s State of the American Workplace reports that from 2000 to 2016, only 26 to 33.6 percent of American workers were engaged in their work—and 15 to 20 percent were actively disengaged.1,2 Aside from what we can intuitively glean from this situation (e.g., lackluster performance, people simply going through the motions), lack of engagement also factors into “trouble” metrics, such as increases in voluntary turnover, absentee rates, mistakes and safety issues, and employee claims (such as grievances, workers’ compensation applications, and Equal Employment Opportunity complaint filings).3

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Why M&A should be a critical HR competency

Why M&A should be a critical HR competency

Posted by Tom Joseph and Michael Gretczko on August 16, 2016.

We’re halfway through 2016 and the brisk pace of mergers & acquisitions (M&A) continues. Through April, global M&A activity had already eclipsed $1 trillion in deal value.1 This is strong evidence that C-suite executives continue to view M&A as an effective way to increase shareholder value. As a result, HR functions must be prepared to support their organization’s people, processes, and technology through the entire M&A life cycle.

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Design thinking in HR: The arc of an experience

Posted by Ruth Schmidt on August 12, 2016.

User experience (UX) design, user-centered design, design thinking—they’re all ways of reimagining and improving something—a process, a product, a service, an event—by considering it from the perspective of the people experiencing it. We recently polled about 1,400 webinar participants (primarily HR professionals) and asked them what parts of their talent process were in need of this kind of retooling. Performance management got the most votes, cited by nearly a third (30 percent) of respondents. Let’s look at how an element of design thinking, considering the full “arc” of an experience, can be applied to performance management.

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What Pokémon Go can teach us about designing the learning experience

What Pokémon Go can teach us about designing the learning experience

Posted by Michael Griffiths on August 09, 2016.

The idea of bringing the world of virtual reality/augmented reality (AR/VR) gaming into the realm of corporate learning and development (L&D) isn’t new, but it has been a hard sell. Efforts to interest the C-suite in the potential of game-based learning have been known to raise eyebrows, and the idea often falls by the wayside in favor of more conventional learning modalities. Now, however, CLOs may just have an intriguing argument to present to their fellow executives by pointing to Pokémon Go.

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Organizational Network Analysis

Powering teams to better execute business strategy

Organizational Network Analysis

Posted by Tiffany McDowell, PhD and Don Miller on August 4, 2016.

Companies today are “living organizations” that must constantly adapt to market and industry pressures in order to stay competitive. This mode of continual change means they can no longer operate effectively in formal, rigid frameworks. Most executives recognize this shift—92 percent of surveyed leaders believe that redesigning their organization is either very important or important, and many are moving away from formal, functional structures and redesigning their organizations to be dynamic and team-based. Organizational Network Analysis (ONA) is a tool that can help manage living organizations to keep them agile and responsive to changes in the business environment.

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Learning to comply

A regulatory learning framework for Banking & Securities

A regulatory learning framework for Banking & Securities

Posted by Josh Haims and Margie Painter on July 28, 2016.

It only takes a quick web search of regulatory penalties in the Banking & Securities industry to get a sense of the lay of the land. Regulators are scrutinizing financial institutions around the world and levying heavy penalties for violations and noncompliance.1 Global banks have paid more than $235 billion in fines to regulatory authorities over the last several years.2 In response, financial institutions have been searching for ways to shore up their compliance capabilities. The Regulatory Learning Framework, developed in conjunction with learning, compliance, and risk executives from leading financial institutions, provides guidance for banking and securities organizations to assess their current learning strategies and identify opportunities to improve the delivery and effectiveness of compliance learning programs.

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Stack the learning deck

Embrace new skills and roles to build a “full-stack” L&D function

Embrace new skills and roles to build a “full-stack” L&D function

Posted by Mary Slaughter on July 21, 2016.

So much has changed in organizational learning and development (L&D) over the last 15+ years that it barely resembles the function of old. Today corporate learning is less about developing and conveying content and more about enabling people to adapt, contribute, and excel throughout their careers. This shift has created the need for a much broader definition of what it means to be a learning professional.

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Is your finance transformation project truly transformational?

Reap the advantages of a consolidated reporting and analytics package

Reap the advantages of a consolidated reporting and analytics package

Posted by Tony Johnson, Matthew Clark, and Jason Hiquet on July 14, 2016.

Across the insurance industry, more and more companies are undertaking finance transformation, model conversion, and technology infrastructure modernization projects. A primary aim of these projects is to empower companies with integrated systems and efficient modeling processes—but, these potential benefits are not necessarily automatic. Companies should take pause and ask, “Am I getting everything out of my finance transformation and model conversion projects that I hoped?”

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