Automation and artificial intelligence are hot topics these days, to the extent President Obama has recently started to position the future of smarter technologies as a critical topic for his successor to address.1 This transformation has broad impacts, but the changes expected in the HR function and the overall workplace are of significant interest.
Crafting the HR customer experience: An ongoing series
The business imperative
Two-thirds of companies believe complexity is an obstacle to business success and a barrier to productivity.1 Design thinking takes aim at the heart of unnecessary workplace complexity by putting the HR customer experience and moments that matter first—helping to improve productivity by designing solutions that are at once compelling, enjoyable, and simple.
Putting the puzzle pieces together
Posted by Juliet Bourke on February 26, 2016.
The discovery of DNA, the breaking of the German Enigma Code, the development of the Black-Scholes Options Pricing and Charles Darwin’s theory of natural selection. Seemingly disparate moments in science, war, and economics—but there’s a unifying theme.
Posted by Anthony Abbatiello on January 20, 2016.
Culture and engagement top the list of talent challenges in Deloitte’s Global Human Capital Trends 2015 report; nearly 90 percent of respondents believe their organizations are not effectively driving the desired culture. That is an astonishing number. Why does this matter? Because culture and engagement play a critical role in business performance. Organizations that want to inspire the best from their employees must acknowledge that motivations have changed and respond accordingly. People, especially Millennials, are often driven by purpose and experience more than career ambitions. This is creating a growing disconnect between organizational goals and employee behaviors. By better understanding emotional connectedness—engagement—as an essential part of even the most mundane decision making, companies can take steps to close the gap between employee behavior and desired business outcomes.
Continue reading “Digging for cultural gold: The hunt for workforce heart and mind”
Based on the HR Times posts that garnered the most views in 2015, our readers are especially drawn to stories highlighting what’s new and trending in the world of human capital and how businesses are responding. As we welcome 2016, we’ll be watching the progression of these trends as well as continuing to track new developments that impact people and performance. Get ready for what’s next with a quick review of the topics that captured the most attention over the last year.
Continue reading “HR trends, strategies top attention-getters in 2015”
It’s not uncommon for the underlying infrastructure of an organization’s jobs—what we call job architecture; also referred to as job structure, catalogue, or leveling—to become outdated and weak.
Growth is a common culprit, particularly through M&A activity. Organizations might adopt the job titles of merged or acquired employees without harmonizing them into a master set of job titles and leveling jobs across the organization. The danger is that a “senior manager” in one organization may have had different responsibilities and a different place in the organizational hierarchy than a senior manager in another organization. It could also be that one organization’s senior manager performs duties akin to an operations manager in another, but the two are considered to be at different levels and compensated differently.
Posted by Josh Bersin on June 30, 2015. Originally published on LinkedIn.
In our research during the Global Human Capital Trends 2015 project, we found that while more than two-thirds of the companies we talked with are dealing with “the overwhelmed employee,” a similar number told us that their work environment had become “highly complex” or “complex.” When we asked companies what they were doing about this, we found that almost one-third had some type of simplification program in process.
Posted by Stacia Sherman Garr on April 2, 2014
Today at IMPACT 2014: The Business of Talent, we’re launching new Bersin by Deloitte research on Diversity & Inclusion (D&I) nine months in the making. Our study of 245 organizations with operations in North America, 56 percent of which are global or multinational, reveals no shortage of good intentions when it comes to fostering an inclusive culture. Execution and results, however, are lagging.
I (Amy) remember my first day on a new job — it was 1999. I walked into my office, had a computer put in front me, and was promptly whisked off to take care of formalities like fingerprinting and drug testing. That was my onboarding. Fortunately, we’ve come a long way in the last 15 years. Today onboarding is recognized as a critically important talent strategy because it can dramatically affect both “hard” factors such as productivity, retention, and costs and those elusive “soft” factors such as employer reputation and referrals that can be a tremendous advantage in a tight talent market.
5 Steps to Building Career Paths that Can Benefit Your Business and Your People
Opportunities for career progression — or lack thereof — are both the No. 1 retention incentive and the No. 1 driver of turnover cited in Deloitte’s report Talent Edge 2020: Building the recovery together. When asked what would keep them with their current employer, 54% of employees surveyed cited opportunities for promotion/advancement over compensation, bonuses, benefits, or any other reason, while 28% cited “lack of career progress” as their top reason for looking for a new job. In the same survey, 48% of respondents rated their employer only “poor” or “fair” in creating career paths. Clearly employers have an opportunity here. Leading organizations are already using career paths to attract and develop multifaceted talent and build a competitive talent brand. Here are 5 steps to get started.