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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A true HR strategy is about more than HR

Elevating HR’s role to drive a sustainable business future

Posted by Arthur Mazor, Amy Sobey and Ken Kunkleman on November 15, 2017.

Despite HR’s evolution over the past 20 years, HR is not consistently creating sustainable business value for organizations. Only 20 percent of business executives believe HR is adequately planning for their companies’ future talent needs1. And, only 22 percent feel confident that their organization is adapting well to employees’ needs. Coupled with workplace and workforce disruptions, the challenge to HR is clear: step it up, or you could lose your seat at the table.

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Connected learners > Common business context > Accelerated learning

Connected learners
Posted by Anagha Sawant on June 22, 2017.

Businesses are transforming rapidly to keep pace with an increasingly digital world. However, their ability to embrace digital depends, to a large extent, on their talent’s ability to perform in this new and ever-changing environment. Employees are having to constantly learn, unlearn, and relearn to match steps with their changing work environments and job roles. And they are having to do this fast.  How can organizations accommodate with learning that is both fast-paced and constant?

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The path to HR sustainability

From the digital workplace to digital HR to sustainable HR

The path to HR sustainability
Posted by Michael Gretczko on October 27, 2016.

For those of us active in the realm of HR and business, “digital HR” and the “digital workplace” have been hot topics. But as is often the case with new terminology and buzzwords, they can mean different things to different people. We’ve thought a lot about the challenges HR faces and the role of “digital” in addressing them, and it’s more encompassing than many of the definitions we’ve seen. The digital workplace is what powers digital HR, which in turn enables HR to sustain itself in the face of disruption.

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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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Engaging the workforce

Getting past once-and-done measurement surveys to achieve always-on listening and meaningful response

Engaging the workforce
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.

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