Using people analytics to get to High-Impact HR

Posted by  David Fineman on August 3, 2017.

High-Impact HR refers to an HR function that helps the business excel in key areas—adapting to market changes, introducing new products and services faster, being more responsive to customer needs, operating efficiently and cost-effectively, and beating the competition. People analytics, which is really a subset of business analytics, is a key enabler of High-Impact HR. Deloitte’s 2017 Global Human Capital Trends report tells us that 71 percent of surveyed executives see people analytics as a high priority, and are applying it to talent challenges, as you might expect, particularly in recruiting and also in performance measurement, compensation, workforce planning, and retention.1 But it’s not just about HR—people analytics addresses business issues, too.

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Creating community to drive high impact: The new role of communities of expertise (CoEs)

Posted by Arthur Mazor and Damion Tomlinson on July 25, 2017.

Disruptions in business and the workforce have made HR’s contribution to the success of the business not only more critical than ever but also more challenging. It has become necessary to rethink the way HR operating models are structured and how HR interacts with the rest of the enterprise. Communities of expertise (CoEs), a core component of the High-Impact HR Operating Model, have been affected by those disruptions, and must adapt and change to support HR’s ability to contribute to the business during the trying times ahead.

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HR in a digital workplace

HR in a digital workplace

Posted by Mark Bowden, Rajesh Attra, and Greg Vert on July 21, 2017.

Ever since the first industrial revolution, humans have needed to support processes by performing mundane, rule-based work. Now that technology is catching up in the digital revolution, humans can be released from those clerical and transactional roles to deliver the value of which we are capable. We see many examples in HR where this transition is already occurring. But the real opportunity is for HR to take ownership for blending and enabling a workplace mixed with human and digital talent, while leading the organization toward the augmented workforce of the future.

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Capabilities and containers

Both should be developed for Business HR impact

Posted by Arthur Mazor, Gary Johnsen, and Joanne Stephane on June 29, 2017.

Innovative companies realize the importance of driving performance and productivity through their workforce. Because of this reality, many business leaders have increasingly turned to HR to design programs that attract, develop, engage, and retain the very best talent and deploy solutions that support a culture of innovation. Historically, Business HR resources, commonly known as HR business partners, are expected to provide strategic consulting and coaching needed to guide the business in managing their workforce. Organizations have had, at best, mixed results. Rather than dialing up the strategic repertoire, many HR business partners continue to be mired in delivering administrative services, with little change since the 1990s.1 Why is this? How do we get out of this predicament?

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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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“Leader-proof” your transformation efforts: Mind the gap

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.

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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.

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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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