Learning transformed = Agility achieved

Redefining learning as a platform, rather than an event, enables and supports an agile, digital business


Posted by Lindsey West and Terry Patterson on September 27, 2018.

The corporate learning function is under pressure to deliver more capable and more engaged talent faster. How can learning meet these escalating expectations? Certainly not by tinkering at the edges. Something completely different from the status quo is in order, given the pace of business disruption overall and the way technology has permeated our day-to-day lives. The answer doesn’t lie in new or different training programs, but in a completely new type of learning platform.

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New priorities for leadership in the new world of work


Posted by Steven Hatfield and Anne-Claire Roesch on August 22, 2018.

As machines augment people in performing routine physical and process-based work, thanks to robotics, automation, and cognitive computing, the work people do is changing, opening the door to new opportunities for people to add value to customers, companies, and communities. In turn, what leaders expect—and what is expected of them—is changing, too. How are you developing leaders for the future of work?

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Leading in a disruptive world

Four takeaways from the 2018 Next Generation CHRO Academy

Posted by Tom Morrison and Joanne Stephane on August 10, 2018.

The lead trend in the 2018 Deloitte Global Human Capital Trends report is for the C-suite to act as a unified “symphonic” team, rather than a collection of functional specialists. Moving out of traditional silos and applying the collective expertise and experience of the entire executive team is seen as the most effective way to solve complex, multifaceted problems.1 At Deloitte Consulting’s annual Next Generation CHRO Academy, a select group of Chief HR Officer-aspiring HR and business leaders convened to focus on what it means to be this kind of decisive, influential C-suite leader in a world of ongoing disruption.

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Can Continuous Performance Management Position Your Organization for Success?


Posted by Nehal Nangia , Julie Hiipakka , and Jeff Mike on July 30, 2018.

Consistency is a key to achieving success, no matter what the activity. You would not work out just once or twice a year and expect to achieve your desired levels of physical fitness. Yet many organizations do something similar when trying to ensure optimal employee experience. These organizations utilize performance management systems in which employee-manager discussions occur sometime at the end or beginning of the year, and the results aren’t reviewed until many months later—often leading to surprises (and disappointments) on both sides.

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Is Employee Empowerment the New Leadership Model?


Posted by Julie Hiipakka on July 25, 2018.

Just how critical are leaders to employee experience? It turns out that even as individuals and teams increasingly call the shots about the way work gets done, leaders are often the single biggest influence on employee growth and development. Bad managers can sap morale, erode employees’ trust, or worse, harm business performance. Get top-performing managers on the job, however, and they not only serve as coaches and mentors but also help build a culture of consistent improvement.

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Learning and leadership models are evolving in the digital environment

Our latest MIT SMR and Deloitte Digital study reveals a first-time uptick in digital maturity in organizations around the world

Posted by Dr. Doug Palmer on June 29, 2018.

My colleagues and I at Deloitte just completed our 2018 global study of digital trends with MIT Sloan Management Review. This is our fourth year studying the transformative impact of digital business on companies around the world. This year’s study, based on a survey of more than 4,300 business executives, managers, and analysts, shows that more companies are making the necessary changes to adapt their organizations from a traditional environment to a digital environment. As part of this process, companies are evolving how they learn and lead to successfully compete in a continually changing market.

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The Manager … Key Player in a High-Impact HR Operating Model

Posted by Arthur Mazor, Gary Johnsen, Justin Clark, and Bryanna Ransom on April 16, 2018.

Often overlooked in the design of an organization’s HR operating model is the role of the manager, particularly the extent to which managers should be involved in delivering people-related services and how to equip them with the right tools and resources to do so. With research suggesting that managers account for over 70 percent of the variance in employee engagement,1 defining the people leadership expectations of managers-and helping them deliver on those expectations-is a key factor in any organization’s success, and can lead to higher ROI in terms of workforce performance, innovation, and company loyalty.

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Middle Managers Will Always Be the Strategic Linchpin of Your Organization—Make Sure You Look After Them


Posted by Andrea Derler on March 8, 2018.

Middle management seems to be going out of fashion in many businesses. As organizations become flatter and senior executives want to be more involved in daily business operations, middle management is sometimes thought of as an inconvenience. Getting rid of the middle layer, some say, will help shed operating costs, enable employees to make their own decisions more often, and hence lead to higher productivity and engagement in the workforce.1

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