Deconstructing Employee Experience

Posted by Madhura Chakrabarti on June 25, 2018.

Business and HR leaders are acutely aware of the importance of employee experience and the influential effect it has on organizational performance and results. Eighty percent of the HR and business leaders who participated in the Deloitte 2017 Human Capital Trends survey said that employee experience was “important” or “very important” to them. The problem: Only about one in five respondents (22 percent) said their organization was “excellent” at establishing a differentiated employee experience.1

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Learning undone: Enabling the “career constellation”

Posted by Terry Patterson, Ina Gantcheva, and Erin Clark on May 23, 2018.

Our paradigm of what a career looks like is rapidly evolving in this, the “age of accelerations”1 The learning organization has an opportunity to take the lead in enabling organizations to evolve in kind. Learning—both as a functional department and as an embedded element of organizational culture—should configure to enable the challenging, meaningful growth experiences and career mobility people seek while also building, sustaining and evolving the capabilities needed to deliver for the business.

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Creating the exponential professional

This post is the third in a three-part series on the exponential professional, focused on how professionals, organizations, and regulatory bodies can bridge the gap between the professional of today and the exponential professional of tomorrow.

Posted by Darryl Wagner, and Caroline Bennet on April 10, 2018.

John, a property insurance underwriter, reviews satellite images and property data identified as a potential significant risk by cognitive technologies. Jane, an actuary employed by an insurance company, reviews a financial report produced by a bot and ponders how the company should respond to the increased claim costs highlighted in the report. John and Jane are exponential professionals who are employed in a future workplace transformed by rapidly developing technology. Such professionals rely heavily on deliverables produced by cognitive technology, and augment that technology with their uniquely human skill sets.

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Responsibilities of the exponential professional

This post is the second in a three-part series on the exponential professional, focused on the expectations and responsibilities of the exponential professional.

Posted by Darryl Wagner, and Caroline Bennet on March 21, 2018.

HR professionals use virtual reality to facilitate employee training and increase retention. Sports reporters use natural language generators to automatically recap games and to highlight interesting statistics. Actuaries use cognitive computing to automatically evaluate data, compute results, and predict new patterns. Professionals across many industries engage employers in alternative work arrangements through the gig economy. This future of work is rapidly becoming reality as technology develops exponentially. Exponential professionals are those who capitalize on the shifting workplace by embracing new technology, leave behind traditional automatable tasks, and apply their uniquely human skill set to more high-value, strategic roles.

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The rise of the exponential professional

This post is the first in a three-part series on the exponential professional, focused on ways exponential technological growth might impact professionals in the workplace of the future.

Posted by Darryl Wagner and Caroline Bennet on March 1, 2018.

AI. Automation. Machine Learning. Natural Language Processing & Generation. New technology is rapidly disrupting and transforming the nature of work and the identity of professions by enabling humans and machines to work together, side by side. A new breed of professional is rising to navigate this shifting landscape by embracing technology, leaving behind traditional tasks, and applying a uniquely human skill set to focus on higher-value, strategic roles. Enter the exponential professional.

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Teams, HR, and Organization Design


Posted by Jeff Mike on February 7, 2018.

Our research has confirmed that designing the organization of the future is a top challenge for business executives around the world.1 The dynamic nature of an increasingly digital economy and the expectations of data-empowered customers require businesses to operate with an unprecedented combination of precision and agility. As a result, many organizations are moving from “stick-and-box” thinking about organization structure to agile networks of multifunctional teams.

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Prediction 12: HR will wake up to the changing nature of work itself


Posted by David Mallon on January 26, 2018.

There is a distinct sense of uneasiness among many HR leaders of large organizations. It starts with a common recognition that the bread-and-butter pillars of the function, such as learning, recruiting, talent planning, and leadership development, aren’t delivering the level of value they should. Viewed separately, the gaps between current and desired states in these pillars seem painful but familiar. The solutions seem difficult but for the most part incremental and manageable. Yet, when viewed holistically, all doesn’t seem as rosy. A more fundamental gap is becoming apparent, and the solutions may not be so familiar or manageable.

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High-impact operating model design in action

Part 3: Putting behaviors at the forefront

Posted by
Tiffany McDowell
,  Uzair Qadeer, and Julia Rudansky on October 18, 2017.

By understanding how behaviors are both a crucial input and output of operating model design, organizations can effectively navigate the ever-changing market waters and create tomorrow’s customer-centric organization. In this series, we’ve discussed how a behavior-focused operating model can help reduce risk in business transformations, and ways operating model design influences behaviors (and vice versa). But, of course, knowing that behaviors are a crucial input and output of operating model design is only half the battle. How organizations put this thinking into practice is also essential to ensure the operating model does its intended job and drives the organization. In our final post, we look at this “how-to.”

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