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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Designing the fabric of the new organization: 5 keys to success


Posted by Josh Bersin on April 26, 2016

I hope you’ve had a chance to dig into this year’s Deloitte Global Human Capital Trends 2016 report. The theme is The new organization: Different by design, reflecting this year’s No. 1 trend, cited by 92 Percent of respondents: the need to redesign our organizations and the way we get work done. The shift we clearly see is a move toward a new organizational model, one we call a “network of teams.” Your company might look like a hierarchy on the org chart, but in reality people operate in teams (sales teams, product teams, service teams, etc.), and the teams work with each other, often communicating transparently, sharing information, plans, and results.

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Simplification of work: We have work to do

Simplification of work: We have work to do

Posted by Burt Rea and Ina Gantcheva on December 09, 2015.

We knew we had struck a collective workplace nerve when our 2014 Human Capital trend on The Overwhelmed Employee proved to be one of the most popular articles Deloitte has ever published. Widespread interest in the topic was further confirmed in our 2015 trends research, in which more than 7 out of 10 surveyed organizations rated the need to simplify work as an “important problem,” with more than 25 percent citing it as “very important.”

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