Corral fast-moving learning technology and curation with a governance framework

Drive organizational performance at the same time

Posted by Amy A. Titus, Jen Behrens, and Michelle Weaver on February 21, 2018.

The fast pace of change and development in learning technology presents an ongoing challenge for Learning & Development (L&D) functions. Choosing from myriad technologies, figuring out how to pilot and implement them, working with vendors, training L&D staff and the organization’s employees on their use, curating content—all aspects must be considered and managed. A governance framework can help bring order to this crucial and complicated L&D mandate while also strengthening and sustaining organizational performance.

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The Human Capital Balance Sheet

A new perspective for understanding workforce investment, risk, and value

Posted by Robert A. Dicks, Michael Fuchs and Brandon Smith on February 14, 2018.

Considering how much company spend and risk is tied to employees, it’s surprising that organizations seldom use the same rigor for human capital investments as they do for business investments. All too often, the question we hear business leaders ask is, “How do I reduce human capital costs?” What leaders should be asking is: “How do I ensure that I get appropriate value from the money I’m willing to invest in my people?”

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Total Rewards – Total Relationships

Driving towards a Simply Irresistible Organization demands a shift in Total Rewards

Posted by Arthur Mazor, Chad Atwell and Jason Flynn on February 2, 2018.

Total Rewards leaders (Compensation & Benefits) are increasingly pressured from both inside and outside the modern organization. Long-time experts in this profession are accustomed to balancing the needs of the workforce, business, and regulators. Now more than ever there are new challenges for Total Rewards professionals to get ahead of – or risk being caught off guard.

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Conditions, not content: What higher-performing organizations focus on in employee development

Posted by Dani Johnson and Elizabeth Barisik on January 17, 2018.

A recent Deloitte survey indicates that only 40 percent of surveyed organizations feel that their corporate learning function is relevant and impactful in supporting employee development.2 Think about that; the primary responsibility of corporate learning functions is employee development, and 60 percent of organizations feel that theirs is falling short. Two factors may contribute to this perception.

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Embracing L&D’s evolving role: Less control, more influence

Posted by Dani Johnson and Jen Stempel on January 2, 2018.

In talking about and presenting BersinTM, Deloitte Consulting LLP’s latest research on High-Impact Learning Organizations (HILOs) over the past few months, we’ve seen real trepidation on the part of Learning & Development (L&D) professionals. Why? As it turns out, the research indicates that the majority of employee development is not under the direct influence of the L&D department. In fact, most of it is cultural and systemic in nature, leaving many of the more tactical, traditional practices of L&D less impactful than they may have been in the past.

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Human Capital DealMakers

HR M&A professionals connect and collaborate on human capital deal strategies

Posted by Danielle Feinblum, Matt Usdin, and Vivian Breaux on December 20, 2017.

As the role of HR in M&A transactions takes on greater importance, many HR M&A professionals find themselves challenged to increase their impact on deal value realization. A recent Deloitte M&A Institute event aimed to change that.

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Becoming Simply Irresistible: Supportive management

Part 2 of 5

Posted by Josh Bersin and Burt Rea on December 18, 2017.

As our Simply Irresistible model1 shows below, there are five essential elements of employee success: meaningful work, supportive management, a humane work environment, growth opportunities, and trust in leadership. In this article (the second of five, you can read the first here), we’ll discuss the issue of management.

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“Leader-proof” your transformation efforts: Becoming agile

Posted by
Noah Rabinowitz
on December 12, 2017.

This series has been exploring the role of leaders in achieving business transformation. The first post, “Mind the gap,” looked at ways to determine if the leaders you have in place are the right ones to lead transformation. Last time, “Build or buy transformation leaders” looked at why building from within is typically the better choice. Today, I want to dive deeper into strategies for building a bench of transformational leaders. If you are going to leverage the 4E’s of leadership development (Experience, Exposure, Education, Environment),1 how can you do so in an innovative way? By borrowing from the agile methodology used in other types of development.

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