As robust M&A (mergers & acquisitions) activity continues in the market, many business leaders in the process of completing a divestiture or acquisition find themselves operating organizations through states of high disruption and ambiguity. During these times, emphasis on speed and the day-to-day activity needed to complete a divestiture or acquisition often hides opportunities to unlock value and position an organization for strategic growth. One example of these potential value drivers: implementing an HCM (human capital management) cloud solution.
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?
Posted by John Hagel III posted on August 20, 2018
Digital technologies continue to improve at exponential rates, creating expanding opportunity. Yet, at the same time, we are seeing growing fear within populations around the world. What explains this paradox? It may be that these same technologies are producing mounting performance pressure on all of us, as individuals and institutions.
Trending topics. Live video. Chatbots. Streaming entertainment. Augmented reality. Social media activism. Our world keeps changing faster, which means we are constantly adapting to new realities. How can organizations compete for the attention of their employees in a click-bait society? Not by fighting the changes, but by embracing them. Start by considering these six key communications shifts happening across organizations.
Four takeaways from the 2018 Next Generation CHRO Academy
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.
Learning Measurement Part 1
For many businesses, our behaviors as consumers—our clicks, our scans, our searches—drive decisions about how, where, and when to place certain information in front of us. And that placement, determined by our own behaviors, can result in higher sales and greater revenue per advertising dollar for many of those businesses. Data and the analytics horsepower that yield these kind of insights are quickly becoming table stakes for the way most organizations interact with and engage with customers. A business strategy without a data strategy is often an indicator of a company’s naiveté,1 and many are becoming data-driven businesses. Why, then, do learning leaders often continue to struggle with the age-old battle of evaluating the value of learning to the business? Why do they continue to find it so difficult to justify increased investment? The answer: They are thinking about the problem all wrong.
Posted by Gary Cole on August 2, 2018.
One aspect of HCM cloud solutions that attracted early adopters was the promise of a “controlled” environment that forced organizations to adopt standardized business processes and data. This standardization certainly is a benefit to moving to a software as a service (SaaS) model; however, one reason for touting the benefits of a controlled environment was because that’s what the solutions were initially. Over time, these systems have evolved and now give customers the ability to extend functionality through platform as a service (PaaS) capabilities. Oracle and SAP SuccessFactors already offer PaaS options to their HCM customers, and Workday is in the process of releasing its PaaS solution to the market. Here’s what you should know.
Posted by Robin Erickson on July 31, 2018.
In the past, when a worker left a company, the employer-employee relationship all but ended. But what if organizations treated their former employees as long-term assets? Leading companies are doing just that—placing value on alumni to boost the company’s brand and bottom line.
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.
The pay ratio disclosure requirement called for in the 2010 Dodd-Frank Wall Street Reform and Consumer Protection Act1 took effect for fiscal years beginning on or after January 1, 2017. Public companies are required to disclose the ratio of the compensation of their chief executive officer (CEO) to their median employee. Deloitte Consulting LLP analyzed pay ratio disclosures of 294 S&P 500 companies from DEF 14A filings as of April 10, 2018. Here’s a summary of what we found.