Work is learning and learning is work: Becoming a High-Impact Learning Organization

Work is learning and learning is work: Becoming a High-Impact Learning Organization
Posted by Josh Haims and Dani Johnson on August 8, 2017.

New research from Bersin by Deloitte, Deloitte Consulting LLP, on what it means to be a mature, High-Impact Learning Organization (HILO) sharpens the urgency for the learning and development (L&D) function to evolve or potentially risk becoming irrelevant. CLOs: it’s time to strategically consider and put on your four faces; you have a tremendous opportunity (and an obligation) to drive the change needed to create and support a culture of always-on learning. C-suite and business leaders: you can’t afford to be complacent; you also “own” learning. How can you, as senior leaders, move your company toward high, Level 4 maturity as a true learning organization?

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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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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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A new trajectory for careers and learning

Posted by Bernard van der Vyver and Bill Pelster on July 11, 2017.

Right now the concept of career is undergoing a radical transformation. With employees in the workforce for 60-plus years and a declining half-life for skills, workers are looking for an environment that offers constant learning and development (L&D) opportunities. Employees are no longer learning to gain skills for a career; now, the career itself is a journey of learning.

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Health care’s workforce of the future

New challenges. New trends. New solutions.

Two truths and a lie
Posted by David (Chip) Newton on June 20, 2017.

In many ways, health care providers are like any other service organization, subject to the same global economic, demographic, technology, and talent trends and challenges. But providers also face specific workforce challenges and, of course, the flipside: opportunities. Let’s look at some of the ways providers can improve workforce management to better meet their mandate in an increasingly complex operating environment.

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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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