Platforms, and the future of HR: 3 principles to consider

Platforms, and the future of HR: 3 principles to consider

Posted by Michael Gretczko on June 6, 2017.

Fifteen years ago, when employees just felt lucky to have jobs, HR could operate on a “take it or leave it” basis. Now, with the U.S.’s transitory, demanding workforce, the balance of power has shifted. Attracting talent is difficult, and retaining top people is even harder. Workers have become “employee consumers” able to pick their workplaces like clothing off a department store rack. To effectively attract and retain employees, HR needs to adapt to their consumerist tendencies.

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Design thinking meets HR Operational Services

Posted by Kraig Eaton, Mustaque Ali, Maribeth Sivak and Kelyse McKeon on April 11, 2017.

As organizations strive to build a differentiated employee experience to drive engagement, growth, and a Simply Irresistible Organization™ , HR can take the lead by architecting and stewarding the HR customer experience by rethinking how HR work happens. Transitioning from cost-focused HR Shared Services to experience-focused HR Operational Services is on many HR agendas. But how do you make this shift happen? The answer may lie in applying design thinking to shape an effective, intuitive, and engaging HR customer experience.

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Design thinking meets the HR operating model

Crafting the employee experience: An ongoing series

Posted by Arthur Mazor, Jeff Mike, Maribeth Sivak, and Zain Premji on February 22, 2017.

After careful planning, you launch your new HR operating model and the response from HR’s customers— candidates, employees, leaders, and others—is not what you had hoped for. What went wrong? It may be that your HR customers feel the new model doesn’t address what they feel is needed to enhance their experience or ease their work. Design thinking takes this into account up front, so you can craft how your company engages HR customers with compelling experiences at every point of interaction. By doing so you can generate higher customer engagement and satisfaction while also increasing HR’s alignment with the business and contributing to its strategies—a true high-impact approach.

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Design thinking meets HR process transformation

Crafting the HR customer experience: An ongoing series

Design thinking meets HR process transformation
Posted by Kraig Eaton, Katy Norris, Maribeth Sivak, and Lauren Seidman on January 10, 2017.

Your organization is responding to disruptions that are simultaneously impacting your business and your workforce, driving changes in the way your enterprise runs, and intensifying the need to focus on the customer experience to drive growth. As an HR leader, you understand the critical linkage between your company’s business strategy, workforce performance, and HR. This includes HR’s role in promoting a positive employment brand that both attracts candidates and serves HR customers throughout the employment life cycle. But how do you craft HR processes that deliver? How do you delight and engage the workforce (and potential workforce) at the moments that matter most? The answer may lie in applying design thinking to HR process transformation.

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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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Design thinking meets the HR customer

Crafting the HR customer experience: An ongoing series


Posted by Arthur Mazor, Jannine Zucker, and Maribeth Sivak on October 14, 2016.

Your organization is responding to major business and workforce disruptions, driving changes to the way your enterprise runs and intensifying the need to focus on the customer experience to drive growth. As a leader in HR, you understand the critical linkage between the HR customer experience, your company’s business strategy, and customer service. But, how to forge it effectively?

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Design thinking in action

Crafting the HR customer experience: An ongoing series

Architecting the HR customer experience: Design thinking in action
Posted by Michael Gretczko, Marc Solow, and Maribeth Sivak on September 20, 2016.

What if you could deliver an HR customer experience that is analogous to what big online retailers are doing to create a customized shopping experience, one in which HR customers are able to clearly see their options, access information, and take action more easily? What do you think the impact might be on your employment brand, retention, and engagement ratings? By applying design thinking to reimagine and architect the HR customer experience, companies can deliver an experience that feels more like a world-class retail experience—one in which HR customers perform activities digitally, both at their computer and on the go, in a way that can increase both engagement and satisfaction. Here’s an example of design thinking in action.

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Design thinking applied to HCM technology selection

Crafting the HR customer experience: An ongoing series

Architecting the HR customer experience: Design thinking applied to HCM technology selection

Posted by Arthur Mazor, Gary Cole, and Maribeth Sivak on September 01, 2016.

The business imperative
Two-thirds of companies believe complexity is an obstacle to business success and a barrier to productivity.1 Design thinking takes aim at the heart of unnecessary workplace complexity by putting the HR customer experience and moments that matter first—helping to improve productivity by designing solutions that are at once compelling, enjoyable, and simple.

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Design thinking in HR: The arc of an experience


Posted by Ruth Schmidt on August 12, 2016.

User experience (UX) design, user-centered design, design thinking—they’re all ways of reimagining and improving something—a process, a product, a service, an event—by considering it from the perspective of the people experiencing it. We recently polled about 1,400 webinar participants (primarily HR professionals) and asked them what parts of their talent process were in need of this kind of retooling. Performance management got the most votes, cited by nearly a third (30 percent) of respondents. Let’s look at how an element of design thinking, considering the full “arc” of an experience, can be applied to performance management.

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What Pokémon Go can teach us about designing the learning experience

What Pokémon Go can teach us about designing the learning experience

Posted by Michael Griffiths on August 09, 2016.

The idea of bringing the world of virtual reality/augmented reality (AR/VR) gaming into the realm of corporate learning and development (L&D) isn’t new, but it has been a hard sell. Efforts to interest the C-suite in the potential of game-based learning have been known to raise eyebrows, and the idea often falls by the wayside in favor of more conventional learning modalities. Now, however, CLOs may just have an intriguing argument to present to their fellow executives by pointing to Pokémon Go.

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