Pivoting Toward High-Impact Business HR

The business of HR should be the business.

Posted by Arthur Mazor and Joanne Stephane on May 16, 2017.

The HR function has been on an evolutionary journey to create and sustain more business value, but the journey is not over. It is time to take Business HR to the next level and transform it into a high-impact organization.

In our last post on Business HR, we looked at the three roles that characterize high-impact Business HR. Today we focus on making it happen—how Business HR can evolve to operate with high impact.

Continue reading “Pivoting Toward High-Impact Business HR”

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.

Continue reading “The HR cognitive advantage”

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.

Continue reading “Technology is just one ingredient for High-Impact HR”

Syncing the organization with the business

As flexible consumption (also known as subscription, usage-based, pay-per-use, or as a service) disrupts many industries, organizations should ask how their internal systems and structures support or hinder this new business model

Syncing the organization with the business

Posted by Hilary Horn, Laura Shact, and Andrew Niederhauser on April 27, 2017.

In an increasingly connected and digital world, customers are demanding the ability to consume technology and media content in flexible and scalable ways. Simply put, customers want to be able to choose where, how, and how much data they consume and pay for, and pay only for what they use. As a result, many companies are undergoing profound shifts and rethinking how they sell and deliver their products and services. Shifting to a radical new business model based on flexible consumption involves a comprehensive transformation: both the organization and the people in it should be ready and able to support the change.

Continue reading “Syncing the organization with the business”

Design thinking meets HR Operational Services

Posted by Kraig Eaton, Mustaque Ali, Maribeth Sivak and Kelyse McKeon on April 11, 2017.

As organizations strive to build a differentiated employee experience to drive engagement, growth, and a Simply Irresistible Organization™ , HR can take the lead by architecting and stewarding the HR customer experience by rethinking how HR work happens. Transitioning from cost-focused HR Shared Services to experience-focused HR Operational Services is on many HR agendas. But how do you make this shift happen? The answer may lie in applying design thinking to shape an effective, intuitive, and engaging HR customer experience.

Continue reading “Design thinking meets HR Operational Services”

HR your way

How the next-generation digital workplace can power a deeply personalized HR customer experience

HR your way

Posted by Michael Gretczko and Daniel John Roddy on March 09, 2017.

Business disruption is rampant—new business models, new technologies, a challenging economic environment, and the overall quickening pace of business are all disruptive to “business as usual.” Workforce demographics and trends—retiring boomers, high-expectation millennials, workforce-on-demand models, team-based work—are another disruption. It is incumbent on HR to find ways to “hack” these disruptions for their customers, leveraging the digital workplace to customize the HR customer experience according to each individual’s unique needs in the face of this almost constant change.

Continue reading “HR your way”

The business of HR is the business

The role of Business HR in the new High-Impact Operating Model

The role of Business HR in the new High-Impact Operating Model

Posted by Arthur Mazor and Joanne Stephane on March 07, 2017.

HR has a mission: High-Impact. Business HR—the HR functions residing closest to business units—is at the heart of delivering High-Impact to the business. Here is a look at the three biggest factors differentiating Business HR from a traditional Business Partner approach with Deloitte’s recently updated High-Impact HR Operating Model.

Continue reading “The business of HR is the business”

Design thinking meets the HR operating model

Crafting the employee experience: An ongoing series

Posted by Arthur Mazor, Jeff Mike, Maribeth Sivak, and Zain Premji on February 22, 2017.

After careful planning, you launch your new HR operating model and the response from HR’s customers— candidates, employees, leaders, and others—is not what you had hoped for. What went wrong? It may be that your HR customers feel the new model doesn’t address what they feel is needed to enhance their experience or ease their work. Design thinking takes this into account up front, so you can craft how your company engages HR customers with compelling experiences at every point of interaction. By doing so you can generate higher customer engagement and satisfaction while also increasing HR’s alignment with the business and contributing to its strategies—a true high-impact approach.

Continue reading “Design thinking meets the HR operating model”

Getting to digital learning: The puzzle is coming together

Getting to digital learning: The puzzle is coming together
Posted by Josh Haims on February 1, 2017.

As the digital (r)evolution continues to turn corporate learning on its ear, we find many organizations and their learning leaders seeking guidance about what’s next. They’re asking questions about everything from their legacy learning infrastructure to the skills of their team to content curation to engaging learners. What strikes me as I listen to these questions is that it’s not so much that we have a new puzzle to solve, it’s that the puzzle pieces we’ve had for a while are finally clicking into place.

Continue reading “Getting to digital learning: The puzzle is coming together”