Broaden experiences and open minds of employees and recruits

In the organization of the future, virtual reality has quite a role to play in human resources

Posted by Kate Cohen on July 19, 2017.

I recently had the opportunity to experience a virtual reality (VR) film for the first time. I was fascinated and completely immersed. I watched the 10-minute movie twice and came away with a different experience and impression each time. I haven’t forgotten it. I instantly thought of all the possibilities where VR—or similar cognitive technologies – might be used within the organization of the future. Eventually, the effectiveness of this approach could be parlayed to address a variety of workplace human resources (HR) issues, from diversity and sensitivity training, to recruiting and onboarding new employees, to intensive on-the-job instruction.

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Outsourcing HR services? Ask vendors about their robotic process automation capabilities

Posted by Dave Smith on July 13, 2017.

If your organization outsources some of its HR services—or is planning to—you’ll likely have a set of criteria for evaluating vendors. While there are many important factors to consider, a vendor’s current or planned use of robotic process automation (RPA) is a newer and increasingly important criterion that should not be overlooked. RPA’s ability to drive efficiencies, reduce costs, free resources, and support overall HR sustainability make it a key capability. You should expect your vendor to be using RPA and understand how you can benefit from it.

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HR, why are you the way you are?

HR, why are you the way you are?
Posted by Michael Gretczko and Emily Scott on June 27, 2017.

At many organizations, the “local” human resources rep isn’t local anymore. And neither are the employees. The “office” is the 30th floor in a skyscraper one day, a coffee shop the following week, and a living room with a crying baby the next. The diffusion of work from offices to digital environments has stretched HR’s ability to be helpful. Many executives recognize a gap—or chasm—between office culture and HR’s modus operandi. It begs the question Michael Scott from The Office famously asks of Toby Flenderson, Dunder Mifflin’s corporate HR rep:

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Two truths and a lie

Insights from the 2017 Human Capital Technology and Service Provider Day

Two truths and a lie
Posted by Dave Smith on June 8, 2017.

Each year, Deloitte Consulting LLP brings together our key fellow members in the HR ecosystem—HR technology and service providers—to talk about the future of sustainable HR and the health of the ecosystem we share. Last year’s Provider Day event focused on the theme Understanding and serving the HR buyer and included our first-ever HR buyer guest panel. This year we gained considerable insights from providers on our theme, Sustainable HR: Agile evolution for the future. We were especially interested in perspectives that providers shared with our own Deloitte Consulting human capital leaders during social times and one-to-one meetings, and this article reflects our informal poll of participants about the key themes from the event.

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Platforms, and the future of HR: 3 principles to consider

Platforms, and the future of HR: 3 principles to consider

Posted by Michael Gretczko on June 6, 2017.

Fifteen years ago, when employees just felt lucky to have jobs, HR could operate on a “take it or leave it” basis. Now, with the U.S.’s transitory, demanding workforce, the balance of power has shifted. Attracting talent is difficult, and retaining top people is even harder. Workers have become “employee consumers” able to pick their workplaces like clothing off a department store rack. To effectively attract and retain employees, HR needs to adapt to their consumerist tendencies.

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The digital workplace: Using a distinctive, digitally enabled employee experience to drive value in mergers, acquisitions, and divestitures

The digital workplace: Using a distinctive, digitally enabled employee experience to drive value in mergers, acquisitions, and divestitures

Posted by Matt Usdin, Ed Alexander, and Kyle Forrest on May 26, 2017.

Merger and acquisition (M&A) and divestiture activity has been exceptionally strong the last several years – setting a record in 2015 with more than $5 trillion in deals struck1 and $3.2 trillion in deals in 2016.2 This activity has been driven by a variety of factors, with many companies looking for opportunities to grow revenue, benefit from scale, access new markets and distribution channels, and accelerate their pivot to digital. While the opportunities are abundant, achieving value through the M&A life cycle remains a challenge.

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The HR cognitive advantage

The HR cognitive advantage

Posted by Rajesh Attra and Greg Vert on May 12, 2017.

In our first post on this topic, we addressed the question: Can robots replace HR? While the answer is “not entirely,” there is no doubt this technology represents both a significant disruptor and opportunity for HR. To back it up, our team has spent the last couple months working with early adopter clients and deploying internal Deloitte pilots to better understand the potential of robotics and cognitive solutions within the HR function. Our experience to date indicates there are three primary capabilities where digital options should be considered to supplement and augment the human talent in HR.

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Learning—The next frontier of digital HR

Learning—The next frontier of digital HR

Posted by Arthur Mazor, Praveen Kaushik, Jason Magill, and Manoj Parthasarathy on May 9, 2017.

Are we entering a golden era of technology solutions that enable lifelong learning and development? From the emergence of learning experience platforms, virtual and augmented reality courses, and on-demand mobile content to data analytics, it seems that every aspect of learning technology is taking a massive leap forward with a goal toward “always on” lifelong learning–and creating an experience that places the learner front-and-center and becomes learner-led rather than organizationally driven.

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Technology is just one ingredient for High-Impact HR

Technology is just one ingredient for High-Impact HR

Posted by Arthur Mazor, Gary Johnsen, Justin Clark, and Bryanna Ransom on May 3, 2017.

We are in an age of disruption where businesses across multiple industries are being disrupted. Many companies and sometimes entire industries are succumbing to disruption faster than before: The average lifespan of a company listed in the S&P 500 index of leading US companies has decreased by more than 50 years in the last century, from 67 years in the 1920s to just 15 years today.1 Our rapidly changing world places a tremendous amount of pressure on organizations and HR leaders to improve business performance and productivity through innovation and people. As part of enabling performance through people, organizations have turned to investing in HR technology, with the promise to improve HR’s impact on the business. But many are finding that’s just not enough.

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