Managing change for a millennial workforce

Posted by Abhay Raina, Divya Jyoti Behl, Vaqar Merchant, and Supriya Sawant on April 25, 2018.

By 2025, millennials (those born between 1982 and 2003) will make up 75 percent of the global workforce, and a significant portion will begin to assume managerial and leadership positions. Their values, expectations, and demands will continue to shape the future workplace. They are likely to cause change within an organization as well as crave to be part of it. As millennials’ dominance in the workforce grows, their voices, needs, and opinions have started to shape the way organizations manage change.

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Becoming Simply Irresistible: Positive work environment

Part 3 of 5

Posted by Josh Bersin and Burt Rea on April 23, 2018.

Crafting the employee experience: An ongoing series
As our Simply Irresistible Organization™ model shows (see below), there are five essential elements of employee engagement success: meaningful work, supportive management, positive work environment, growth opportunity, and trust in leadership. In this article (the third of five, you can read the first two here), we’ll discuss the issue of a positive work environment.

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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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Creating the exponential professional

This post is the third in a three-part series on the exponential professional, focused on how professionals, organizations, and regulatory bodies can bridge the gap between the professional of today and the exponential professional of tomorrow.

Posted by Darryl Wagner, and Caroline Bennet on April 10, 2018.

John, a property insurance underwriter, reviews satellite images and property data identified as a potential significant risk by cognitive technologies. Jane, an actuary employed by an insurance company, reviews a financial report produced by a bot and ponders how the company should respond to the increased claim costs highlighted in the report. John and Jane are exponential professionals who are employed in a future workplace transformed by rapidly developing technology. Such professionals rely heavily on deliverables produced by cognitive technology, and augment that technology with their uniquely human skill sets.

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A new business paradigm

The rise of the social enterprise

Posted by Josh Bersin on April 5, 2018.

After a year of research and another enormous survey of business and HR leaders around the world, we just released the 2018 Deloitte Human Capital Trends, entitled “The Rise of the Social Enterprise.” What we found, after detailed analysis of the data and many interviews with business leaders, is that businesses today are entering a whole new era of management: one that is focusing on the businesses less as a “company” and more as an “institution,” integrated into the entire social fabric of society. I know that sounds a bit high-level, but the detailed trends make it clear and real.

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Transition vs. Transform: Using M&A as a catalyst for HR transformation

Posted by Tom Joseph, Matt Usdin, and Kyle Forrest on March 29, 2018.

A merger, acquisition, or divestiture (M&A) is typically viewed primarily as a means of transforming the front office to achieve revenue synergies or unlocking cost synergies through the size and scale of a new business. But there’s another, often missed opportunity that could be just as powerful: using M&A as a catalyst to launch the HR function onto a new path. It’s a chance to take advantage of disruptive business and workforce dynamics and transform HR into an organization that creates and delivers sustainable value, even in the face of disruption.

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Responsibilities of the exponential professional

This post is the second in a three-part series on the exponential professional, focused on the expectations and responsibilities of the exponential professional.

Posted by Darryl Wagner, and Caroline Bennet on March 21, 2018.

HR professionals use virtual reality to facilitate employee training and increase retention. Sports reporters use natural language generators to automatically recap games and to highlight interesting statistics. Actuaries use cognitive computing to automatically evaluate data, compute results, and predict new patterns. Professionals across many industries engage employers in alternative work arrangements through the gig economy. This future of work is rapidly becoming reality as technology develops exponentially. Exponential professionals are those who capitalize on the shifting workplace by embracing new technology, leave behind traditional automatable tasks, and apply their uniquely human skill set to more high-value, strategic roles.

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Good intentions, Great outcomes: Optimizing the value of a tax savings reward

If you plan to share anticipated tax savings with workers, how can you make the impact truly meaningful?

Posted by Michael Niciforo, Garry Spinks, and Naomi Bradley on March 16, 2018.

Due to the reduction in corporate tax rates in the Tax Cuts and Jobs Act of 2017,1 companies have an opportunity to reinvest those savings in the business. Many are choosing to share the savings with their workers in the form of a cash bonus. But while these organizations’ intentions may be good, the outcome of this decision is a short-term, one-time event, rather than something that has longer-term impact. Why? It could be as simple as this: They didn’t ask workers about their wants, needs, and preferences.

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Using technology to drive culture

Posted by Christa Manning, Gary Cole, and Sonny Chheng on March 15, 2018.

Common goals for organizations that want to better respond to change, drive innovation, and position themselves for the future of work often include using more modern technologies to become more agile. Cultivating a culture that enables, supports, and contributes to these goals is a key success factor, one that technology itself is helping them achieve.

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Elevating HR Capabilities for Sustained Business Impact

Posted by Arthur Mazor, and Gary Johnsen on March 13, 2018.

Organization performance, at its core, is about using your enterprise’s assets to maximize its potential to achieve goals. The current age of disruption presents new challenges, where forces have already dramatically impacted the talent landscape, likely disrupting your business model and radically changing when, where, and how work is done and who does it. Current HR capabilities may no longer be adequate for sustained performance in this disruptive, dynamic, and digital business and workplace environment. It’s time for a refresh.

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