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:
Insights from the 2017 Human Capital Technology and Service Provider Day
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.
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.
Posted by Noah Rabinowitz on May 24, 2017.
As the world rapidly transforms around us, organizations have had to learn how to adapt quickly or risk falling behind, or even worse, become extinct. For example, only 12 percent of the Fortune 500 companies from 1955 are still in business, and last year alone, 26 percent fell off the list.1 During periods of disruption and change, leaders can either serve as the primary catalyst for growth, or hold companies back. One of the greatest challenges today is understanding whether the leaders you have in place are the right leaders to support transformation.
The business of HR should be the business.
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.
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.
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.
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
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.
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.
How the next-generation digital workplace can power a deeply personalized HR customer experience
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.