Becoming Simply Irresistible: Meaningful work

Posted by Josh Bersin and Burt Rea on November 10, 2017.

In our Simply Irresistible model for the employee experience (aka employee engagement), we describe five core drivers of employee success: meaningful work, supportive management, fantastic environment, growth opportunity, and trust in leadership. In this article we’ll talk about the first, “meaningful work.”

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Mission, meaning, and Millennials

Mission, meaning, and Millennials

Posted by Sonny Chheng and Alyson Daichendt on April 6, 2017.

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.

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The new CLO: Our transformed role

The new CLO: Our transformed role

Posted by Eric Dingler and Amy A. Titus on June 30, 2016.

The Chief Learning Officer, CLO, is one of the newer members of the C-suite, first appearing on org charts in the late ’90s. At the time, the emphasis was on providing traditional forms of learning (initially in the classroom, later adding online or e-learning) to ensure employees had the knowledge, skills, and capabilities to perform their jobs. This rather narrow view of the CLO’s role has steadily broadened over time.

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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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New Research: Changing business structure, dynamic roles, and new models of leadership top the Global Human Capital Trends for 2016


Posted by Josh Bersin on March 02, 2016

The new digital world of work is shaking the foundation of the world’s organizations: one of the biggest challenges companies now have is the need to fundamentally change the way they are structured.

This month we are launching our largest-ever study of talent challenges in business, the Deloitte Global Human Capital Trends 2016. More than 7,000 companies around the world took the time to answer our survey, and the findings were striking. While nearly every talent challenge from last year became more acute, the No. 1 topic on people’s minds is now “how do I organize my company to effectively meet the digital demands of today?”

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10 new trends in HR technology signal big disruptions

10 new trends in HR technology signal big disruptions

Posted by Josh Bersin on November 24, 2015.

Imagine a human resources application that runs on your phone, knows your location, and recommends people with which to network. It provides continuous onboarding and transition assistance. It also evaluates time-management aptitude to help improve productivity, automatically assess work behaviors, offer feedback on improving work-life balance, and offer on-the-job skills training. It may even share exercise and healthy eating tips where and when you need them.

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Cybersecurity culture

Shoring up your organizational governance and awareness

Shoring up your organizational governance and awareness

Posted by Monique Francois and Don Miller on September 22, 2015.

Security breaches are happening more than ever, creating multimillion-dollar risks and exposing invaluable personal data. Estimates from around the globe show data breaches are up nearly 50 percent,1 and a study done for McAfee in 2014 by the Center for Strategic and International Studies estimated the global economic cost of these breaches at more than $445 billion.2 Organizations are working to both increase security awareness and build or improve cybersecurity functions to protect their organization’s intellectual property, confidential information, and employee, customer, and contractor data. They should also be aligning their organization culture and talent to protect their company’s and employees’ information assets.

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