How well are you managing workers’ compensation claims?

The right analytics approach could yield substantial savings

Posted by Matt Carrier and Frank Zizzamia on May 17, 2018.

The “80/20” rule is commonly applied to workers’ compensation claims: namely, that 80 percent of the cost comes from 20 percent of the claims. What if you could consistently predict whether a claim would fall in that costliest 20 percent so you could handle it in a way that mitigates the risk?

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2018 Deloitte Global Human Capital Trends Unveiled

“The rise of the social enterprise” emphasizes the need for realignment among the C-suite to focus on business’s evolving role in society

Posted on May 9, 2018.

We were excited to debut the 2018 Deloitte Global Human Capital Trends report, The rise of the social enterprise, recently at Bersin,™ Deloitte Consulting LLP’s IMPACT conference to an enthusiastic audience of HR leaders and practitioners. Everyone in the room and beyond—with thousands more watching our first-ever livestream of the launch— got the first glimpse of this year’s trends. The trends reflect seismic changes underway as organizations are increasingly judged not only on their relationships with workers, customers, and communities, but also their impact on society at large—transforming them from business enterprises into social enterprises.

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The future of work means anything is possible

But first, learning needs to be undone, reimagined, and recast into the flow of work

Posted by Amy A. Titus, Josh Haims, Terry Patterson, and Joanne Kim on May 2, 2018.

As the future of work unfolds, adaptable learning organizations will likely stay ahead of their competition, attract the best and the brightest prospects, and manage market movements with their customer base with more agility. Learning leaders are well positioned to lead the charge to develop an adept workforce that can not only respond to rapid shifts in markets, but also thrive in them as well.
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Managing change for a millennial workforce

Posted by Abhay Raina, Divya Jyoti Behl, Vaqar Merchant, and Supriya Sawant on April 25, 2018.

By 2025, millennials (those born between 1982 and 2003) will make up 75 percent of the global workforce, and a significant portion will begin to assume managerial and leadership positions. Their values, expectations, and demands will continue to shape the future workplace. They are likely to cause change within an organization as well as crave to be part of it. As millennials’ dominance in the workforce grows, their voices, needs, and opinions have started to shape the way organizations manage change.

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Becoming Simply Irresistible: Positive work environment

Part 3 of 5

Posted by Josh Bersin and Burt Rea on April 23, 2018.

Crafting the employee experience: An ongoing series
As our Simply Irresistible Organization™ model shows (see below), there are five essential elements of employee engagement success: meaningful work, supportive management, positive work environment, growth opportunity, and trust in leadership. In this article (the third of five, you can read the first two here), we’ll discuss the issue of a positive work environment.

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The Manager … Key Player in a High-Impact HR Operating Model

Posted by Arthur Mazor, Gary Johnsen, Justin Clark, and Bryanna Ransom on April 16, 2018.

Often overlooked in the design of an organization’s HR operating model is the role of the manager, particularly the extent to which managers should be involved in delivering people-related services and how to equip them with the right tools and resources to do so. With research suggesting that managers account for over 70 percent of the variance in employee engagement,1 defining the people leadership expectations of managers-and helping them deliver on those expectations-is a key factor in any organization’s success, and can lead to higher ROI in terms of workforce performance, innovation, and company loyalty.

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Creating the exponential professional

This post is the third in a three-part series on the exponential professional, focused on how professionals, organizations, and regulatory bodies can bridge the gap between the professional of today and the exponential professional of tomorrow.

Posted by Darryl Wagner, and Caroline Bennet on April 10, 2018.

John, a property insurance underwriter, reviews satellite images and property data identified as a potential significant risk by cognitive technologies. Jane, an actuary employed by an insurance company, reviews a financial report produced by a bot and ponders how the company should respond to the increased claim costs highlighted in the report. John and Jane are exponential professionals who are employed in a future workplace transformed by rapidly developing technology. Such professionals rely heavily on deliverables produced by cognitive technology, and augment that technology with their uniquely human skill sets.

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A new business paradigm

The rise of the social enterprise

Posted by Josh Bersin on April 5, 2018.

After a year of research and another enormous survey of business and HR leaders around the world, we just released the 2018 Deloitte Human Capital Trends, entitled “The Rise of the Social Enterprise.” What we found, after detailed analysis of the data and many interviews with business leaders, is that businesses today are entering a whole new era of management: one that is focusing on the businesses less as a “company” and more as an “institution,” integrated into the entire social fabric of society. I know that sounds a bit high-level, but the detailed trends make it clear and real.

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Transition vs. Transform: Using M&A as a catalyst for HR transformation

Posted by Tom Joseph, Matt Usdin, and Kyle Forrest on March 29, 2018.

A merger, acquisition, or divestiture (M&A) is typically viewed primarily as a means of transforming the front office to achieve revenue synergies or unlocking cost synergies through the size and scale of a new business. But there’s another, often missed opportunity that could be just as powerful: using M&A as a catalyst to launch the HR function onto a new path. It’s a chance to take advantage of disruptive business and workforce dynamics and transform HR into an organization that creates and delivers sustainable value, even in the face of disruption.

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Responsibilities of the exponential professional

This post is the second in a three-part series on the exponential professional, focused on the expectations and responsibilities of the exponential professional.

Posted by Darryl Wagner, and Caroline Bennet on March 21, 2018.

HR professionals use virtual reality to facilitate employee training and increase retention. Sports reporters use natural language generators to automatically recap games and to highlight interesting statistics. Actuaries use cognitive computing to automatically evaluate data, compute results, and predict new patterns. Professionals across many industries engage employers in alternative work arrangements through the gig economy. This future of work is rapidly becoming reality as technology develops exponentially. Exponential professionals are those who capitalize on the shifting workplace by embracing new technology, leave behind traditional automatable tasks, and apply their uniquely human skill set to more high-value, strategic roles.

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