What will be the impact of the future of work on M&A? How should a buyer balance culture, engagement, and retention to create the right employee experience through a transaction? How might engaging HR early in due diligence result in a price adjustment, new announcement strategy, or improved integration planning? These are questions that HR executives often face as their companies go through M&A activity.
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.
Posted on July 3, 2018.
Patagonia has moved beyond traditional approaches toward performance, rewards, and compensation to be more in keeping with its company values and unconventional culture. Not only has this spurred “ridiculously low turnover” according to Dean Carter, Patagonia’s Vice President of HR, Finance, and Legal, but also increases in productivity.1
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.
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.
Posted by Sarah Hindley on December 20, 2016.
- Differences in decision-making approaches and employment philosophies between an American acquirer and its Japanese acquisition keep integration planning in limbo for months.
- The merger of two American companies with similar interests seems like it should be rather seamless—except that the target company has a significant workforce population in Germany. As integration work begins, differences in communication and collaboration styles soon surface, hindering the two companies’ ability to work together to realize deal value.
Does culture create a leader, or can a leader create culture?
Posted by Anthony Abbatiello on October 07, 2016.
What came first, the chicken or the egg? That question may be as old as time itself.
At Deloitte, we’re pondering a modern version of that question. Does the leader create the culture or does the culture create the leader? Taking that a step further, what’s the cost to an organization’s culture if the leader is a “bad” egg? Culture is a system of values, beliefs, and behaviors that shape how real work gets done in an organization. When organizational culture is aligned to business strategy, the workforce will act and behave in ways that support the achievement of business goals. It’s the leaders’ duty to uphold the values and beliefs of the organization’s culture through their actions and decisions. This, in turn, enables the execution of strategy.
Continue reading “The chicken or the egg”
Posted by Josh Bersin on October 05, 2016.
The world of HR technology is about to go through one of its most disruptive times in decades. As I detail in the report “HR Technology Disruptions for 2017,” we are seeing a tremendous shift from a focus on core HR systems toward new systems that focus on “making work life better.”
Getting past once-and-done measurement surveys to achieve always-on listening and meaningful response
Posted by Alyson Daichendt on September 15, 2016.
More than 8 in 10 (85 percent) of the executives responding to our Global Human Capital Trends 2016 survey rated engagement as an important (38 percent) or very important (48 percent) priority for their companies. But company actions regarding engagement don’t always support that level of importance. Just over half of the respondents (64 percent) say they are measuring employee engagement once a year, and a surprising number—nearly one in five (18 percent)—said their companies don’t formally measure employee engagement at all. As the workforce and its expectations about work evolve rapidly, employers should start treating engagement as the business-critical issue it is.
Avoiding the runaway strategy bus (or getting it under control before it crashes)
Posted by Alyson Daichendt on August 23, 2016.
We’re having a #TBT moment, thinking about the classic ’90s movie, Speed. You remember it—there’s a runaway bus that can’t drop below 50 mph or it will explode AND the driver is critically injured—dun dun dun…. Cue Keanu Reeves and Sandra Bullock jumping in and guiding the bus safely through traffic while diffusing the bomb and saving the day. What brought this to mind (other than a recent TV movie marathon on a rainy Sunday afternoon)? It’s a situation we see play out repeatedly in the workplace.