Learning—The next frontier of digital HR

Learning—The next frontier of digital HR

Posted by Arthur Mazor, Praveen Kaushik, Jason Magill, and Manoj Parthasarathy on May 9, 2017.

Are we entering a golden era of technology solutions that enable lifelong learning and development? From the emergence of learning experience platforms, virtual and augmented reality courses, and on-demand mobile content to data analytics, it seems that every aspect of learning technology is taking a massive leap forward with a goal toward “always on” lifelong learning–and creating an experience that places the learner front-and-center and becomes learner-led rather than organizationally driven.

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It’s (talent) crunch time in finance

Four areas where HR business partners can step up to help

Posted by Jessica L. Bier and Steven Ehrenhalt on April 25 2017.

Finance and HR naturally have a lot in common: Both are generally back-office functions; both are expected to support and serve the business; both have been and still are transforming to become more data driven, customer focused, and digitally adept—all in an effort to become more valuable to the business. For HR business partners aligned with finance, four areas in particular where finance is experiencing talent-related challenges are a prime opportunity to step in and make a meaningful contribution.

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Mission, meaning, and Millennials

Mission, meaning, and Millennials

Posted by Sonny Chheng and Alyson Daichendt on April 6, 2017.

People need meaning and purpose in their lives to do worthwhile things. Why we do what we do, and what good it creates, are essential parts of being human. This also holds true for our lives at work. The corporate mission is not just for show—mission statements matter. When well-articulated and intentionally activated, they enable us to sit inside a nest of meaning that helps motivate us to work toward something worthwhile. If the mission is just about making money, it is not deeply meaningful.

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Maintaining the talent pipeline during M&A

Maintaining the talent pipeline during M&A

Posted by Tom Joseph, Bill Cleary, and Bhawna Bist on March 21, 2017.

It’s no secret that mergers & acquisitions (M&A) can disrupt ongoing business activities. This disruption also impacts HR customers, both internal (executives, managers, employees) and external (applicants, retirees, vendors/suppliers). Leaders often turn their attention inward during M&A, leaving one group critical to the growth of the business overlooked: the external talent market.

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Getting to digital learning: The puzzle is coming together

Getting to digital learning: The puzzle is coming together
Posted by Josh Haims on February 1, 2017.

As the digital (r)evolution continues to turn corporate learning on its ear, we find many organizations and their learning leaders seeking guidance about what’s next. They’re asking questions about everything from their legacy learning infrastructure to the skills of their team to content curation to engaging learners. What strikes me as I listen to these questions is that it’s not so much that we have a new puzzle to solve, it’s that the puzzle pieces we’ve had for a while are finally clicking into place.

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A better way forward: Learner-centric leadership development

A better way forward: Learner-centric leadership development
Posted by Noah Rabinowitz on January 6, 2017.

As we’ve discussed in parts one and two of our four-part series, leadership development is about giving people the knowledge, tools, and experiences they need to be effective leaders at your organization. That means developing them in the context of your business strategies and the issues you face in executing those strategies and reaching goals. Delivering that type of contextual leadership development starts with thinking differently about how you approach leadership learning. To be truly effective, your learners—not the content or the delivery mode or the underlying technology—should be at the center of your approach.

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Retail talent in the spotlight

A new operating model for talent acquisition
Posted by Nathan Sloan on December 16, 2016.

It’s retail’s annual turn in the spotlight—and under the microscope—as the holidays mark the industry’s busiest, often make-or-break time of year. It’s also when many of the talent challenges pervasive in the retail industry come to a head. The ongoing struggle to attract qualified people, the pressure to operate with agility, and the broad and deep impact of digital technologies are all heightened during retail’s hottest season. As part of studying retail disruptions, Deloitte examined the talent practices of a wide range of retailers in our recent publication, Retail Talent Disrupted.

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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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