Minding the gap: The four factors driving human capital change

Minding the gap: The four factors driving human capital change

Posted by Jeff Schwartz on May 5, 2017.

The first smartphone was introduced to the world 10 years ago. Today, they are so ubiquitous that it’s hard to imagine life without them for many of us. In the US alone, citizens now look at their mobile phones a combined 8 billion times a day, which means on average, a person checks their phone 46 times per day. In just 10 years, this technology has changed the way we communicate, the way we shop, the way we travel, and so much more.

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Three keys to making culture change stick


Posted by Marc Kaplan on April 18, 2017.

Culture is top of mind for leaders around the world and has become widely recognized as a competitive advantage in executing organizational strategies. Organizations need to be ready and able to adapt their culture as their strategies evolve. Deloitte research found that 86 percent of executives surveyed rate culture as “very important” or “important,” and 82 percent say “culture is a potential competitive advantage.”1 However, the same survey revealed that only 12 percent of companies believe their organizations are driving the “right” culture. This may not sound like an issue, but research shows that when culture and strategy are aligned, companies can show as much as 50 percent differential in performance,2 certainly something worth working toward.

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3 ways next-generation performance management is evolving for high impact

3 ways next-generation performance management is evolving for high impact

Posted by Terry Patterson on March 28, 2017.

High-impact HR has caused a radical shift in the way performance is being measured and managed in order for companies to be able to attract, engage, and develop their top performers. Organizations are overhauling their performance management programs and focusing on developing the right mix of total rewards and development opportunities to help keep high-performing talent engaged. According to Deloitte’s 2017 Global Human Capital Trends research, 79 percent of surveyed executives consider redesigning performance management a high priority, and organizational capabilities to implement performance management have greatly improved. This “next-generation” performance management addresses today’s workforce issues through three shifts in approach to more strategic performance management.

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Supporting the untethered workplace

Mobility and the future of work

Supporting the untethered workplace
Posted by Stephen Redwood on February 8, 2017.

For years it was common to hear—and sympathize—when someone mentioned being “chained to my desk.” The phrase could suggest a few things: lack of workplace freedom, a very heavy workload, and even indispensability. Today, though, the way work gets done has become increasingly mobile. People no longer have to be at their desk to be working hard or filling an indispensable role, and many organizations have recognized the value of enabling more freedom in how and where employees work. In fact, our research found that mobility factors heavily in how C-suite leaders see the future of work.

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A new operating model for talent acquisition

A new operating model for talent acquisition
Posted by Arthur Mazor and Bill Cleary on December 13, 2016.

In our previous post, we looked at some of the ways HR can learn from leading practices for customer experience to improve talent acquisition. Enhancing the candidate experiences requires getting smarter about how organizations approach talent acquisition. According to Bersin by Deloitte, recruiting is already an expensive undertaking—US companies spend an average of $4,000 per hire—and it’s likely organizations will feel greater pressure to spend even more in the competition for the attention of Millennials and other talent.1 From social media to alumni networks, it’s time for companies to focus their investments on the areas of greatest payoff. That means linking recruitment more closely to overall corporate strategy as well as promoting a smoother ride for candidates through the process.

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When research aligns: HR in three-part harmony

When research aligns: HR in three-part harmony
Posted by Bill Pelster on December 09, 2016.

We take research very seriously at Deloitte, for the direct and indirect value to our clients and for the validation that only comes from multiple research efforts independently producing similar results. Three of our recent reports canvassed thousands of business leaders about three fairly distinct topics:

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The candidate as customer

The new dynamics of talent acquisition

The candidate as customer
Posted by Arthur Mazor and Bill Cleary on November 15, 2016.

The competition for talent is intensifying. Continuing economic growth is giving skilled employees more leverage in the job market, raising the bar for companies looking for a talent edge over rivals. Gone are the days when HR could simply announce open positions and expect to get plenty of interested candidates.

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Design thinking in action

Crafting the HR customer experience: An ongoing series

Architecting the HR customer experience: Design thinking in action
Posted by Michael Gretczko, Marc Solow, and Maribeth Sivak on September 20, 2016.

What if you could deliver an HR customer experience that is analogous to what big online retailers are doing to create a customized shopping experience, one in which HR customers are able to clearly see their options, access information, and take action more easily? What do you think the impact might be on your employment brand, retention, and engagement ratings? By applying design thinking to reimagine and architect the HR customer experience, companies can deliver an experience that feels more like a world-class retail experience—one in which HR customers perform activities digitally, both at their computer and on the go, in a way that can increase both engagement and satisfaction. Here’s an example of design thinking in action.

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On trend: Organizing around teams

On trend: Organizing around teams

Posted by Walt Sokoll on August 30, 2016.

A startling 92 percent of companies responding to Deloitte’s 2016 Global Human Capital Trends research rated redesigning the organization as very important or important, making it the No. 1 trend in this year’s report. One of the primary ways we see this organizational restructuring playing out is in the rise of teams—companies moving away from traditional hierarchical organization structures and empowering networks of teams centered around customers, products, markets, or missions.

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