In talking about and presenting BersinTM, Deloitte Consulting LLP’s latest research on High-Impact Learning Organizations (HILOs) over the past few months, we’ve seen real trepidation on the part of Learning & Development (L&D) professionals. Why? As it turns out, the research indicates that the majority of employee development is not under the direct influence of the L&D department. In fact, most of it is cultural and systemic in nature, leaving many of the more tactical, traditional practices of L&D less impactful than they may have been in the past.
The rise of robots in organizations has resulted in two schools of thought—those who believe robots will replace humans and those who believe robots will help humans perform better. Our view is that the world has reached a tipping point where robots and humans are set to thrive in a symbiotic partnership. It’s time to start thinking, “Can a bot do this task for me?”
Digital disruption has been a true game-changer for organizations, taking many of them from a “survive and thrive” mentality to one of “evolve or die,” with companies like Blockbuster and Borders serving as well-known cautionary tales. The latest global research study by MIT Sloan Management Review and Deloitte Digital focuses on the race to digital maturity, which is proving to be a marathon rather than a sprint. The study reveals five key practices that distinguish more mature digital organizations, starting with making systemic changes in how they organize themselves.
We often hear threats of the imminent doom headed our way in the form of artificially intelligent robots. Instead of considering robotics and cognitive technologies as a way to reduce the need for humans, organizations should be considering how the future of work drives complementary capacity created by automation. HR and Learning & Development (L&D) have a significant opportunity to help the organization transition toward structures capable of moving faster, learning rapidly, and embracing the dynamic, human-centered careers created as a result of digital proliferation and increased automation.
In a recent issue of Deloitte Review, John Hagel, Jeff Schwartz, and Josh Bersin suggest a framework for understanding the future of work and its implications for individuals, organizations, and governments. HR Times caught up with John and Jeff to hear more about the framework and how HR leaders and professionals can apply it.
Transitioning from “centers” to “communities” is a fundamental shift
In our last post on communities of expertise (CoEs), we defined Deloitte’s concept of communities of expertise and provided insight into how they differ from the traditional centers of excellence.
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?
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.
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.
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.